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The purpose of this paper is to examine employees’ knowledge creation processes by leveraging a conceptual framework based on the socialisation, externalisation, combination and internalisation (SECI) model introduced by Nonaka and Takeuchi (1995). Given that many employees work within teams, in the current study, the authors examine the impact that team-level trust and intrinsic motivation have on an employee’s SECI model and, in turn, the relationship between SECI model and individual creativity. As such, this work represents one of the first works to examine team-level factors that shape individual knowledge creation and creativity. Additionally, building on and extending previous SECI research, the authors develop a scale to measure SECI models that uses peer-rated assessments.

Data were collected from 431 employees who worked in 59 teams drawn from 51 companies in a variety of industry sectors, both SME’s and corporate. To minimise common method bias, the SECI model questionnaire was adapted to the individual level through peer ratings instead of self-ratings (each employee rated three peers). To assess the hypotheses, hierarchical linear models using IBM SPSS were applied. The questionnaires were completed using both paper and online versions.

Results showed that SECI mediates the relationships between individual-level creativity and both team-level intrinsic motivation and trust. Furthermore, findings suggest that the scale developed is a reliable measure of SECI.

Knowledge creation and sharing practices should take into account both, a team’s trust and its intrinsic motivation, which would result in creativity.

This paper examines the impact that team-level factors (i.e. team trust and team intrinsic motivation) have on individual SECI and creativity across a variety of industries. As such, this work is one of the first to examine the impact of team-level factors in shaping individual knowledge creation and creativity. Given the support that the study found for this hypothesis, this work demonstrates that team trust and intrinsic motivation are salient factors in shaping individual employee knowledge creation and creativity. Given the novelty of this work, the authors hope is that this study will be the foundation upon future cross-level studies of individual-level SECI and individual creativity can be built so as to improve SECI models.

This paper aims to propose a new knowledge creation model called Grey SECI (G-SECI), study the knowledge creation mechanism and the relationship between knowledge creation models and innovation performance during complex product systems (CoPSs) development. Research and development of CoPSs relies heavily on knowledge creation. However, most scholars have studied CoPS innovation stages from the view of design process of system products, focussing on functional management and project management during the R&D process for CoPS. Attention is lacking with regards to the key and essence of creating a complex technology: the creation of knowledge.

Modified from the classic SECI model’s spiral process of knowledge creation, a grey-SECI (G-SECI) knowledge creation model is here proposed vis-à-vis three knowledge categories: explicit knowledge, grey knowledge and tacit knowledge. Then, this paper further analyzes the effects of knowledge creation from the perspective of individual and the view of organization. Besides, an empirical study is conducted.

Statistical analysis indicates that there are three main paths of knowledge creation: individual experience knowledge acquisition, individual communication and reflection and organizational knowledge learning. Results further suggest that knowledge internalization by practice (KIP) is the key mode of knowledge creation, as well as the most important step for high-quality CoPS performance. Moreover, individual innovation performance is influenced by knowledge internalization by reflection and KIP; and organization innovation performance is influenced by knowledge combination and knowledge systematization.

The coverage of geographical distribution is limited. Therefore, there are no data from foreign enterprises. The impact of different geographical cultures on CoPS knowledge creation model could be further investigated; in addition, the statistical analysis results of this study need to be further verified in other industries.

This paper provides a series of insights for CoPS project leaders. The results may also provide practical guidance for the related management personnel in the fields of human resource training, project planning, project quality and technology R&D in CoPS R&D management.

The paper’s main contribution is to modify classic SECI knowledge conversion model by introducing grey knowledge and build a new G-SECI knowledge creation model. Besides, the paper adds empirical evidence on the knowledge creation paths in CoPS and reveals that internalization by practice is the key mode of knowledge creation.

Knowledge creation has received substantial attention by researchers, ever since the Socialization Externalization Combination Internalization (SECI) process was introduced. Learning Transfer System Inventory (LTSI) focuses on learning transfer and has been validated across many countries. The purpose of this paper is to explore the theoretical underpinnings between LTSI and SECI, and LTSI’s role in knowledge amplification as part of the organizational knowledge creation spiral.

The literature on organizational learning, SECI and LTSI is studied, as well as a detailed review of the LTSI constructs as it relates to SECI is completed.

Both SECI and LTSI emphasize the substantial interplay between explicit and tacit knowledge as the basis of knowledge interchange. The result of this research is a theoretical framework combining LTSI and SECI that can help understand knowledge transfer in terms of interplay of explicit and tacit knowledge and LTSI’s role in knowledge amplification as part of organizational knowledge creation.

It is proposed that LTSI can potentially be used to gauge the propensity of an organizational environment to create and transfer knowledge ontologically, as well as adopt knowledge management systems. The LTSI constructs into basic knowledge interactions (various combinations of explicit and tacit knowledge conversions) are categorized thus helping practitioners analyze the basic building blocks of learning transfer and knowledge creation. The theoretical association of the two frameworks paves the way for more empirical validation of the SECI model potentially.

This paper is an original attempt to associate SECI with LTSI.

The purpose of this paper is to study the obstacles to knowledge transfer between organizations belonging to different cultures by making use of the socialization–externalization – combination – internalization (SECI) model. The contribution made by this paper is in the use of the SECI model for studying this type of issue. Although it recognizes the epistemological duality between tacit and explicit knowledge, the traditional literature had not adopted this theoretical structure. The explanation for this is an excessively simplistic interpretation of the SECI model in its 1995 version together with a lack of knowledge about Nonaka’s more recent works – Nonaka et al. (2008).

The authors use a comparative case study opposing a failure and a success, and rely on Latour controversies to account for the context and contradictions. One of the authors worked for five years as a mediator in these projects and adopted the reflective practitioner posture of Schön.

Using the SECI model is relevant for studying this question. The results obtained converge with the literature and mark the SECI’s first stage – socialization – as an operation of major importance. The authors show that the failure in knowledge transfer is due to a deficit of socialization, as the lack of prolonged situations of co-presence of the actors, i.e. the lack of shared context, impedes knowledge conversion.

To go further, conditions of the socialization context must be better specified and developed. Second, cases in other areas than the health sector to observe the circulation of knowledge could be developed.

The findings suggest ways for managers to fight against knowledge transfer barriers in multicultural contexts, relying on the socialization process.

Accounting for the problem of knowledge transfer in a multicultural context through the SECI model, which focusses on the interaction between tacit and explicit knowledge, opens a fruitful line of reflexion. It would organize trips for French managers in China with a strong intercultural dimension.

Accounting for the problem of knowledge transfer in a multi culural context through the SECI model, which focusses on the interaction between tacit and explicit knowledge, opens a fruitful line of reflexion.

The aim of the paper is to explore the requirements of knowledge‐based management in the regional development network of the Tampere region in Finland.

The requirements of knowledge‐based management are analysed on the basis of the perceptions of the regional developers interviewed (n=13) and by using the extended SECI model and intellectual capital framework as analytical tools.

Different regions benefit from different knowledge‐based management activities according to their performance in the cycle of the extended SECI model and the intellectual capital available among the regional developers. When the knowledge‐based management requirements of a regional development network are identified by applying these two frameworks, more appropriate investments (e.g. for ICT infrastructure) and development activities can be made.

The perspectives of knowledge creation (i.e. the extended SECI model) and intellectual capital provide one approach for evaluating the call for knowledge‐based management of regional development. Other perspectives are also expected to be valuable as the understanding of regional knowledge‐based management in different contexts is enhanced.

The study contributes by proposing and applying a method for evaluating the requirements of regional knowledge‐based management.

This paper aims to show that systems intelligence (SI) can be a useful perspective in knowledge management, particularly in the context of the socialization, externalization, combination and internalization (SECI) model. SI is a recently developed systemic concept, a certain kind of human intelligence based on a systems thinking perspective.

This paper first provides an overview of the related literature, and then conceptually discusses the role of SI in organizational knowledge creations.

SI can work as a powerful momentum in each stage as well as the whole process of SECI.

This paper is the first application of SI to the field of knowledge management. It provides us with a new perspective to touch human factors in knowledge management processes, which are considered to be essential in the SECI model.

In current business management, knowledge is considered to be a strategic resource that can strengthen an organization’s competitiveness. Today, under the process of continuous globalization, almost all companies are rapidly exposed to global competition regardless of their scale or type of business. However, multinational management is very complicated and uncertain and it is hard for multinationals to effectively coordinate and manage their global value chains. In light of this, the utility of multinational management based on knowledge is increased. The present study examines multinational firms’ knowledge management systems, knowledge creation processes and global supply chain performance and attempts to reveal any significant linkages between these latent variables. For this research interest, we proposed 18 items to measure four types of knowledge creation processes (SECI) designed by Nonaka (1994) and revised by authors considering the global business environment, in particular involving the global supply chain management concept. Utilizing the confirmed SECI model, 128 sample companies were classified into four groups according to the levels of their knowledge creation processes. The empirical results of this study reveal important linkages between a multinational firm’s knowledge management system and knowledge creation process, as well as between its knowledge creation process and global supply chain management performance. In particular, the current work suggests that the creation and conversion of tacit knowledge as well as explicit knowledge can be effectively supported by information and communication technology.

The purpose of this paper is to clarify how end‐users' tacit knowledge can be captured and integrated in an overall business process management (BPM) approach. Current approaches to support stakeholders' collaboration in the modelling of business processes envision an egalitarian environment where stakeholders interact in the same context, using the same languages and sharing the same perspectives on the business process. Therefore, such stakeholders have to collaborate in the context of process modelling using a language that some of them do not master, and have to integrate their various perspectives.

The paper applies the SECI knowledge management process to analyse the problems of traditional top‐down BPM approaches and BPM collaborative modelling tools. Besides, the SECI model is also applied to Wikipedia, a successful Web 2.0‐based knowledge management environment, to identify how tacit knowledge is captured in a bottom‐up approach.

The paper identifies a set of requirements for a hybrid BPM approach, both top‐down and bottom‐up, and describes a new BPM method based on a stepwise discovery of knowledge.

This new approach, Processpedia, enhances collaborative modelling among stakeholders without enforcing egalitarianism. In Processpedia tacit knowledge is captured and standardised into the organisation's business processes by fostering an ecological participation of all the stakeholders and capitalising on stakeholders' distinctive characteristics.

This paper aims to describe how knowledge management (KM) in planning can support the sustainability of innovation in a hybrid, joint-use facility. The case study research studies ImaginOn, a 15 year-old children’s library and theater for young people in Charlotte, NC.

This research used KM model analysis of qualitative data about tacit-explicit knowledge, intellectual capital (IC) and cognitive modes of collaboration. Both historic documents and primary data (from field study observations, interviews and a questionnaire) were analyzed for informal KM practices. Semi-structured and unstructured interview questions about innovation were used.

This study found evidence of tacit knowledge sharing, the growth of IC and the operationalization of collaboration to promote innovation. Although traditional KM terms were not used by staff, an integrated model framework demonstrates how KM practices promote innovation in planning joint-use facilities.

Although a study of a diverse cultural collaboration rather than two libraries, the KM practices that supported innovation and collaboration in this hybrid, joint-use facility might be applied to libraries. Future KM model research on joint-use organizations could investigate merged businesses, government programs and non-profits.

The library and theater institutions in ImaginOn impact the lives of children and parents in meaningful ways that support community understanding, art, diversity and social interaction.

Research on joint-use libraries began in the 1960s. This case study provides unique model analysis of KM practices in a hybrid, joint-use facility (a library and theater). The innovative success and sustainability of ImaginOn illustrates the application of KM for strategic planning and aligning IC and business assets.

The purpose of the paper is to provide a review of knowledge management (KM) literature by adapting and extending McElroy's KM generations model.

The paper draws from a range of KM research published in the academic and trade literature. An interpretive stance is adopted to provide a holistic understanding and interpretation of organizational KM research and related knowledge management systems (KMS) and models.

To be effective organizations need not only to negotiate their migration from a knowledge sharing (first generation) to a knowledge creation (second generation) culture, but also to create sustained organizational and societal values. The latter form the third generation KM and represent key challenges faced by modern organizations. A true value creation culture is nurtured through a blended approach that factors a number of perspectives to KM, including human networks, social capital, intellectual capital, technology assets, and change processes.

The interpretive approach adopted throughout the review is limited to, and focused on, understanding the implementation and organizational implications of KM initiatives and technology.

While value creation focuses on the organizational and societal impact of knowledge management, the paper describes how human networks, social capital, intellectual capital, technology assets, and change processes emerge as essential conditions to enable knowledge value creation.