Abstract

Ikujiro Nonaka, whose formative experience is Japanese, is an established scholar who has written about large business organizations. He sees knowledge at the heart of the organization and its products and aims to develop Michael Polanyi’s conception of tacit knowledge in a practical direction to enhance organizational “knowledge creation.” For Nonaka, what matters is the practice, the doing, the embodiment of knowledge. An organization can amplify and crystallize individuals’ tacit knowledge in a process that allows them to experience deeper understanding. Nonaka holds that it is iimportant to explore the potential that knowledge holds. His spiral process describes disciplined practices that make tacit knowledge independent and available to restructure the organizational knowledge context.