Perspective—Tacit Knowledge and Knowledge Conversion: Controversy and Advancement in Organizational Knowledge Creation Theory

Published Online:https://doi.org/10.1287/orsc.1080.0412

References

  • Adler P. S., Alloche J., Pogorel G. Comment on I. Nonaka: Managing innovation as an organizational knowledge creation process. Technology Management and Corporate Strategies (1995) (Elsevier, Amsterdam) 110–124Google Scholar
  • Adolphs R. Cognitive neuroscience of human social behaviour. Nat. Rev. Neurosci. (2003) 4(3):165–178CrossrefGoogle Scholar
  • Alavi M., Leidner D. E. Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quart. (2001) 25(1):107–136CrossrefGoogle Scholar
  • Ambrosini V., Bowman C. Tacit knowledge: Some suggestions for operationalization. J. Management Stud. (2001) 38(6):811–829CrossrefGoogle Scholar
  • Anderson J. R.The Architecture of Cognition (1983) (Harvard University Press, Cambridge, MA) Google Scholar
  • Antonacopoulou E. P., Barry D., Hansen H. On the practice of practice: In-tensions and ex-tensions in the ongoing reconfiguration of practice. Handbook of New Approaches to Organization Studies (2008) (Sage, London) 112–134CrossrefGoogle Scholar
  • Argote L., McEvily B., Reagans R. Managing knowledge in organizations: An integrative framework and review of emerging themes. Management Sci. (2003) 49(4):571–583LinkGoogle Scholar
  • Arnulf J. K. What's measured is not necessarily managed: Cognitive contingencies of organizational measurement. Scandinavian J. Psych. (2005) 46(1):59–68CrossrefGoogle Scholar
  • Ashby F. G., Alfonso-Reese L. A., Turken A. U., Waldron E. M. A neuropsychological theory of multiple systems in category learning. Psych. Rev. (1998) 105(3):442–481CrossrefGoogle Scholar
  • Baldwin J. D., Baldwin J. I. Behaviorism on Verstehen and Erklaren. Amer. Sociol. Rev. (1978) 43(3):335–347CrossrefGoogle Scholar
  • Barney J. Firm resources and sustained competitive advantage. J. Management (1991) 77(1):99–120CrossrefGoogle Scholar
  • Becerra-Fernandez I., Sabherwal R. Organizational knowledge management: A contingency perspective. J. Management Inform. Systems (2001) 18(1):23–55CrossrefGoogle Scholar
  • Beech N., MacIntosh R., Maclean D., Shepard J., Stokes J. Exploring constraints on developing knowledge: On the need for conflict. Management Learn. (2002) 33(4):459–476CrossrefGoogle Scholar
  • Bierly P., Chakrabarti A. Generic knowledge strategies in the U.S. pharmaceutical industry. Strategic Management J. (1996) 17(Winter):123–135CrossrefGoogle Scholar
  • Boisot M. H.Knowledge Assets: Securing Competitive Advantage in the Knowledge Economy (1998) (Oxford University Press, New York) Google Scholar
  • Bourdieu P.The Logic of Practice (1990) (Stanford University Press, Stanford, CA) CrossrefGoogle Scholar
  • Bowonder B., Miyake T. Technology management: A knowledge ecology perspective. Internat. J. Tech. Management (2000) 19(7/8):662–685CrossrefGoogle Scholar
  • Brinck I. Nonconceptual content and the distinction between implicit and explicit knowledge. Behav. Brain Sci. (1999) 22(5):760–761CrossrefGoogle Scholar
  • Brown J. S., Duguid P. Organizational learning and communities-of-practice: Toward a unified view of working, learning, and innovation. Organ. Sci. (1991) 2(1):40–57LinkGoogle Scholar
  • Brown J. S., Duguid P. Knowledge and organization: A social-practice perspective. Organ. Sci. (2001) 12(2):198–213LinkGoogle Scholar
  • Bryant S. E. The impact of peer mentoring on organizational knowledge creation and sharing: An empirical study in a software firm. Group Organ. Management (2005) 30(3):319–338CrossrefGoogle Scholar
  • Calvino I.Six Memos for the Next Millennium (1990) (Cage, London) Google Scholar
  • Chen A. N. K., Edgington T. M. Assessing value in organizational knowledge creation: Considerations for knowledge workers. MIS Quart. (2005) 29(2):279–309Google Scholar
  • Chia R. Essai: Time, duration and simultaneity: Rethinking process and change in organizational analysis. Organ. Stud. (2002) 23(6):863–868CrossrefGoogle Scholar
  • Choi B., Lee H. Knowledge management strategy and its link to knowledge creation process. Expert Systems Appl. (2002) 23(3):173–187CrossrefGoogle Scholar
  • Chou S., He M. Knowledge management: The distinctive roles of knowledge assets in facilitating knowledge creation. J. Inform. Sci. (2004) 30(2):146–164CrossrefGoogle Scholar
  • Conner K. R., Prahalad C. K. A resource-based theory of the firm: Knowledge versus opportunism. Organ. Sci. (1996) 7(5):477–501LinkGoogle Scholar
  • Contu A., Willmott H. Reembedding situatedness: The importance of power relations in learning theory. Organ. Sci. (2003) 14(3):238–296LinkGoogle Scholar
  • Contu A., Grey C., Oertenblad C. Against learning. Human Relations (2003) 56(8):931–952CrossrefGoogle Scholar
  • Cook S. D. N., Brown J. S. Bridging epistemologies: The generative dance between organizational knowledge and organizational knowing. Organ. Sci. (1999) 10(4):381–400LinkGoogle Scholar
  • Cox A. What are communities of practice? A comparative review of four seminal works. J. Inform. Sci. (2005) 31(6):527–540CrossrefGoogle Scholar
  • Crowston K. A coordination theory approach to organizational process design. Organ. Sci. (1997) 8(2):157–175LinkGoogle Scholar
  • Cyert R. M., March J. G.A Behavioral Theory of the Firm (1963) (Prentice-Hall, Englewood Cliffs, NJ) Google Scholar
  • Day R. E. Clearing up “implicit knowledge”: Implications for knowledge management, information science, psychology, and social epistemology. J. Amer. Soc. Inform. Sci. Tech. (2005) 56(6):630–635CrossrefGoogle Scholar
  • DeCarolis D. M., Deeds D. L. The impact of stocks and flows of organizational knowledge on firm performance: An empirical investigation of the biotechnology industry. Strategic Management J. (1999) 20(10):953–968CrossrefGoogle Scholar
  • D'Eredita M. A., Barreto C. How does tacit knowledge proliferate? An episode-based perspective. Organ. Stud. (2006) 27(12):1821–1841CrossrefGoogle Scholar
  • Dienes Z., Perner J. A theory of implicit and explicit knowledge. Behav. Brain Sci. (1999) 22(5):735–808CrossrefGoogle Scholar
  • Dodgson M. Organizational learning: A review of some literatures. Organ. Stud. (1993) 14(3):375–394CrossrefGoogle Scholar
  • Dreyfus H., Dreyfus S.Mind Over Machine: The Power of Human Intuition and Expertise in the Era of the Computer (1986) (Free Press, New York) Google Scholar
  • Dröge C., Claycomb C., Germain R. Does knowledge mediate the effect of context on performance? Some initial evidence. Decision Sci. (2003) 34(3):541–568CrossrefGoogle Scholar
  • Dyck B., Starke F. A., Mischke G. A., Mauws M. Learning to build a car: An empirical investigation of organizational learning. J. Management Stud. (2005) 42(2):387–416CrossrefGoogle Scholar
  • Edmonson A. Psychological safety and learning behavior in work teams. Admin. Sci. Quart. (1999) 44(2):350–383CrossrefGoogle Scholar
  • Eisenhardt K. M. Building theories from case study research. Acad. Management Rev. (1989) 14(4):532–550CrossrefGoogle Scholar
  • Essers J., Schreinemakers J. Nonaka's subjectivist conception of knowledge. Knowledge Organ. (1997) 24(1):24–32Google Scholar
  • Eyerman R., Jamison A.Social Movements: A Cognitive Approach (1991) (Penn State Press, University Park) Google Scholar
  • Feldman M. S., Pentland B. T. Reconceptualizing organizational routines as a source of flexibility and change. Admin. Sci. Quart. (2003) 48(1):94–118CrossrefGoogle Scholar
  • Flanagan T. S., Eckert C., Clarkson P. J. Externalizing tacit overview knowledge: A model-based approach to supporting design. Artificial Intelligence Engrg. Design Anal. Manufacturing (2007) 21(3):227–242CrossrefGoogle Scholar
  • Fong P. S. W. Knowledge creation in multidisciplinary project teams: An empirical study of the processes and their dynamic interrelationships. Internat. J. Project Management (2003) 21(7):479–487CrossrefGoogle Scholar
  • Foss N. J. Knowledge-based approaches to the theory of the firm: Some critical comments. Organ. Sci. (1996) 7(5):470–476LinkGoogle Scholar
  • Gardner H.The Mind's New Science: A History of the Cognitive Revolution (1985) (Basic Books, New York) Google Scholar
  • Gherardi S.Organizational Knowledge: The Texture of Workplace Learning (2006) (Blackwell, Basingstoke, UK) Google Scholar
  • Gibson C. B., Birkinshaw J. The antecedents, consequences, and mediating role of organizational ambidexterity. Acad. Management J. (2004) 47(2):209–226CrossrefGoogle Scholar
  • Goodall K., Roberts J. Repairing managerial knowledge-ability over distance. Organ. Stud. (2003) 24(7):1153–1175CrossrefGoogle Scholar
  • Gourlay S. Conceptualizing knowledge creation: A critique of Nonaka's theory. J. Management Stud. (2006) 43(7):1415–1436CrossrefGoogle Scholar
  • Gourlay S., Nurse A., Buono A., Poulfeld F. Flaws in the “engine” of knowledge creation: A critique of Nonaka's theory. Issues in Knowledge Management (2005) (IAP Press, Greenwich, CT) 293–316Google Scholar
  • Grant R. Toward a knowledge-based theory of the firm. Strategic Management J. (1996) 17(Winter):109–122CrossrefGoogle Scholar
  • Gupta A. K., Govindarajan V. Knowledge management's social dimension: Lessons from Nucor steel. Sloan Management Rev. (2000) 42(1):71–80Google Scholar
  • Hedlund G. The hypermodern MNC—A heterarchy? Human Resource Management (1986) 25(1):9–35CrossrefGoogle Scholar
  • Hedlund G. A model of knowledge management and the N-form corporation. Strategic Management J. (1994) 15(5):73–90Google Scholar
  • Hedlund G., Nonaka I., Lorange P., Chakravarthy B., Roos J., Van de Ven A. Models of knowledge management in the west and Japan. Implementing Strategic Processes: Change, Learning, and Co-Operation (1993) (Blackwell, Oxford, UK) 117–144Google Scholar
  • Helfat C. E. Know-how and asset complementarity and dynamic capability accumulation: The case of R&D. Strategic Management J. (1997) 18(5):339–360CrossrefGoogle Scholar
  • Hildreth P. M., Kimble C. The duality of knowledge. Inform. Res. (2002) 8(1Google Scholar
  • Hoegl M., Schulze A. How to support knowledge creation in new product development: An investigation of knowledge management methods. Eur. Management J. (2005) 23(3):263–273CrossrefGoogle Scholar
  • Jackson S. E., West M. A. The consequences of diversity in multidisciplinary work teams. Handbook of Work Group Psychology (1996) (Wiley, Chichester) 53–75Google Scholar
  • Jackson S. E., Joshi A., Erhardt N. L. Recent research on team and organizational diversity: SWOT analysis and implications. J. Management (2003) 29(6):801–830Google Scholar
  • Jha S. R.Reconsidering Michael Polanyi's Philosophy (2002) (University of Pittsburgh Press, Pittsburgh) Google Scholar
  • Kilduff M. Deconstructing organizations. Acad. Management Rev. (1993) 18(1):13–31Google Scholar
  • Knight K.The MacIntyre Reader (1998) (Polity Press, Cambridge, MA) Google Scholar
  • Koch C.The Quest for Consciousness: A Neurobiological Approach (2004) (Roberts, Englewood, CO) Google Scholar
  • Kogut B., Zander U. Knowledge of the firm, combinative capabilities, and the replication of technology. Organ. Sci. (1992) 3(3):383–397LinkGoogle Scholar
  • Lado A. A., Wilson M. C. Human resource systems and sustained competitive advantage: A competency-based perspective. Acad. Management Rev. (1994) 19(4):699–727Google Scholar
  • Leonard D., Sensiper S. The role of tacit knowledge in group Innovation. California Management Rev. (1998) 40(3):112–132CrossrefGoogle Scholar
  • MacIntyre A.After Virtue (1984a) (University of Notre Dame Press, Notre Dame, IN) Google Scholar
  • MacIntyre A. The claims of “After Virtue”. Analyse und Kritik (1984b) 6(1):3–7Google Scholar
  • March J. G., Olsen J. P. The uncertainty of the past: Organizational learning under ambiguity. Eur. J. Political Res. (1975) 3:147–171CrossrefGoogle Scholar
  • March J. G., Simon H. A.Organizations (1958) (Wiley, New York) Google Scholar
  • Massey A. P., Montoya-Weiss M. M. Unraveling the temporal fabric of knowledge conversion: A model of media selection and use. MIS Quart. (2006) 30(1):99–114CrossrefGoogle Scholar
  • Maturana H., Varela F.The Tree of Knowledge: The Biological Roots of Human Understanding (1987) (New Science Library, Boston) Google Scholar
  • McFadyen M. A., Cannella A. A. Knowledge creation and the location of university research scientists' interpersonal exchange relations: Within and beyond the university. Strategic Organ. (2005) 3(2):131–155CrossrefGoogle Scholar
  • Nelson R., Winter S.An Evolutionary Theory of Economic Change (1982) (Harvard University Press, Cambridge, MA) Google Scholar
  • Newell A., Simon H.Human Problem Solving (1972) (Prentice-Hall, Englewood Cliffs, NJ) Google Scholar
  • Nicolini D., Gherardi S., Yanow D., Nicolini D., Gherardi S., Yanow D. Toward a practice-based view of knowing and learning in organizations. Knowing in Organizations: A Practice-based Approach (2003) (M. E. Sharpe, Armonk, NY) 3–31Google Scholar
  • Nonaka I. Managing the firm as information creation process. (1987) . Working paper, Institute of Business Research, Hitotsubashi University, Hitotsubashi, JapanGoogle Scholar
  • Nonaka I. Toward middle-up-down management: Accelerating information creation. Sloan Management Rev. (1988) 29(3):9–18Google Scholar
  • Nonaka I. The knowledge-creating company. Harvard Bus. Rev. (1991) 69(6):96–104Google Scholar
  • Nonaka I. A dynamic theory of organizational knowledge creation. Organ. Sci. (1994) 5(1):14–37LinkGoogle Scholar
  • Nonaka I., Konno N. The concept of “Ba”: Building a foundation for knowledge creation. California Management Rev. (1998) 40(3):40–54CrossrefGoogle Scholar
  • Nonaka I., Senoo D. From information processing to knowledge creation: A paradigm shift in business management. Tech. Soc. (1996) 18(2):203–218CrossrefGoogle Scholar
  • Nonaka I., Takeuchi H.The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation (1995) (Oxford University Press, Oxford, UK) CrossrefGoogle Scholar
  • Nonaka I., Takeuchi H. A theory of organizational knowledge creation. Internat. J. Tech. Management (1996) 11(7/8):833–846Google Scholar
  • Nonaka I., Umemoto K., Senoo D. From information processing to knowledge creation: A paradigm shift in business management. Tech. Soc. (1996) 18(2):203–218CrossrefGoogle Scholar
  • Nonaka I., Toyama R., Konno N. SECI, Ba and leadership: A unified model of dynamic knowledge creation. Long Range Planning (2000a) 33(1):5–34CrossrefGoogle Scholar
  • Nonaka I., Toyama R., Nagata A. A firm as a knowledge-creating entity: A new perspective on the theory of the firm. Indust. Corporate Change (2000b) 9(1):1–20CrossrefGoogle Scholar
  • Nonaka I., von Krogh G., Voelpel S. Organizational knowledge creation theory: Evolutionary paths and future advances. Organ. Stud. (2006) 27(8):1179–1208CrossrefGoogle Scholar
  • Nonaka I., Byosiere P., Borucki C. C., Konno N. Organizational knowledge creation theory: A first comprehensive test. Internat. Bus. Rev. (1994) 3(4):337–351CrossrefGoogle Scholar
  • Nurse A. L. Critical review of “Organizational knowledge creation theory: A first comprehensive test”. (2001) . Working paperGoogle Scholar
  • Olin T., Wickenberg J. Rule breaking in new product development: Crime or necessity? Creativity Innovation Management (2001) 10(1):15–25CrossrefGoogle Scholar
  • Patnayakuni R., Ruppel C. P., Rai A. Managing the complementarity of knowledge integration and process formalization for systems development performance. J. Assoc. Inform. Systems (2006) 7(8):545–567Google Scholar
  • Piaget J.The Grasp of Consciousness: Action and Concepts in the Young Child (1976) (Harvard University Press, Cambridge, MA) Google Scholar
  • Polanyi M.Personal Knowledge: Towards a Post-Critical Philosophy (1958) (University of Chicago Press)Google Scholar
  • Polanyi M.Science, Faith and Society (1964) (University of Chicago Press, Chicago) Google Scholar
  • Polanyi M.The Tacit Dimension (1966) (Doubleday, New York) Google Scholar
  • Polanyi M. On body and mind. New Scholasticism (1969) 43(2):195–204CrossrefGoogle Scholar
  • Polanyi M., Grene M. G.Knowing and Being: Essays (1969) (University of Chicago Press, Chicago) Google Scholar
  • Poppo L., Zenger T. Testing alternative theories of the firm: Transaction cost, knowledge-based, and measurement explanations for make-or-buy decisions in information services. Strategic Management J. (1998) 19(9):853–877CrossrefGoogle Scholar
  • Pothos E. M. Theories of artificial grammar learning. Psych. Bull. (2007) 133(2):227–244CrossrefGoogle Scholar
  • Putnam H.Reason, Truth, and History (1981) (Cambridge University Press, Cambridge, UK) CrossrefGoogle Scholar
  • Rämö H. Spatio-temporal notions and organized environmental issues: An axiology of action. Organ. (2004) 11(6):849–872Google Scholar
  • Reber A. S. Implicit learning and tacit knowledge. J. Experiment. Psych.: General (1989) 118:219–235CrossrefGoogle Scholar
  • Reber A. S.Implicit Learning and Tacit Knowledge (1993) (Oxford University Press, New York) Google Scholar
  • Reed R., DeFillippi R. J. Causal ambiguity, barriers to imitation, and sustainable competitive advantage. Acad. Management Rev. (1990) 15(1):88–102CrossrefGoogle Scholar
  • Ribeiro R., Collins H. The bread-making machine: Tacit knowledge and two types of action. Organ. Stud. (2007) 28(9):1417–1433CrossrefGoogle Scholar
  • Roberts J. Limits to communities of practice. J. Management Stud. (2006) 43(3):623–639CrossrefGoogle Scholar
  • Sabherwal R., Becerra-Fernandez I. An empirical study of the effect of knowledge management processes at individual, group, and organizational levels. Decision Sci. (2003) 34(2):225–261CrossrefGoogle Scholar
  • Sabherwal R., Sabherwal S. Knowledge management using information technology: Determinants of short-term impact on firm value. Decision Sci. (2005) 36(4):531–567CrossrefGoogle Scholar
  • Schatzki T. R., Knorr-Cetina K., von Savigny E.The Practice Turn in Contemporary Theory (2001) (Routledge, London) Google Scholar
  • Schön D.The Reflective Practitioner (1983) (Harper Row, New York) Google Scholar
  • Schulze A., Hoegl M. Knowledge creation in new product development projects. J. Management (2006) 32(2):210–236CrossrefGoogle Scholar
  • Shanks D. R., Lamberts K., Goldstone R. Implicit learning. Handbook of Cognition (2005) (Sage, London) 202–220Google Scholar
  • Shanks D. R., John M. F. St. Characteristics of dissociable human learning systems. Behav. Brain Sci. (1994) 17(3):367–447CrossrefGoogle Scholar
  • Shook J. R., Margolis J.A Companion to Pragmatism (2007) (Wiley, New York) Google Scholar
  • Smith A., Goodwin D., Mort M., Pope C. Expertise in practice: An ethnographic study exploring acquisition and use of knowledge in anaesthesia. British J. Anaesthesia (2003) 91(3):319–328CrossrefGoogle Scholar
  • Spender J.-C. Making knowledge the basis of a dynamic theory of the firm. Strategic Management J. (1996) 17(Winter):45–62CrossrefGoogle Scholar
  • Spender J. C., Grant R. M. Knowledge and the firm: Overview. Strategic Management J. (1996) 17(Winter):5–9CrossrefGoogle Scholar
  • Stanley W. B., Mathews R. C., Buss R. R., Kotler-Cope S. Insight without awareness: On the interaction of verbalization, instruction and practice in a simulated process control task. Quart. J. Experiment. Psych. (1989) 41(3):553–577Google Scholar
  • Stehr N.Practical Knowledge: Applying the Social Sciences (1992) (Sage, Thousand Oaks, CA) Google Scholar
  • Stehr N.Knowledge Societies (1994) (Sage, Thousand Oaks, CA) Google Scholar
  • Sternberg R. J., Wagner R. K., Williams W. M., Horvath J. A. Testing common sense. Amer. Psychologist (1995) 50(11):912–927CrossrefGoogle Scholar
  • Sun R. Learning, action and consciousness: A hybrid approach toward modeling consciousness. Neural Networks (1997) 10(7):1317–1331CrossrefGoogle Scholar
  • Sun R., Merill E., Peterson T. From implicit skills to explicit knowledge: A bottom-up model of skill learning. Cognitive Sci. (2001) 25(2):203–244CrossrefGoogle Scholar
  • Sun R., Zhang X., Slusarz P., Mathews R. The interaction of implicit learning, explicit hypothesis testing learning and implicit-to-explicit knowledge extraction. Neural Networks (2007) 20(1):34–47CrossrefGoogle Scholar
  • Swan J., Newell S., Scarborough H., Hislop D. Knowledge management and innovation: Networks and networking. J. Knowledge Management (1999) 3(4):262–275CrossrefGoogle Scholar
  • Szulanski G. Exploring internal stickiness: Impediments to the transfer of best practice within the firm. Strategic Management J. (1996) 17(Winter):27–43CrossrefGoogle Scholar
  • Taylor A., Greve A. Superman or the fantastic four: Knowledge combination and experience in innovative teams. Acad. Management J. (2006) 49(4):723–740CrossrefGoogle Scholar
  • Teece D. J. The market for know-how and the efficient international transfer of technology. Ann. Amer. Acad. Political Soc. Sci. (1981) 458(November):81–96CrossrefGoogle Scholar
  • Teece D. J. Towards an economic theory of the multiproduct firm. J. Econom. Behav. Organ. (1982) 3(1):39–63CrossrefGoogle Scholar
  • Teece D. J. Capturing value from knowledge assets: The new economy, markets for know-how, and intangible assets. California Management Rev. (1998) 40(3):55–79Google Scholar
  • Teece D. J.Managing Intellectual Capital: Organizational, Strategic, and Policy Dimensions (2000) (Oxford University Press, New York) Google Scholar
  • Teece D. J., Pisano G., Shuen A. Dynamic capabilities and strategic management. Strategic Management J. (1997) 18(7):509–533CrossrefGoogle Scholar
  • Tilly C.Durable Inequality (1999) (University of California Press, Berkeley, CA) Google Scholar
  • Toulmin S.The Uses of Argument (1958) (Cambridge University Press, Cambridge, UK) Google Scholar
  • Tsai M.-T., Li Y.-H. Knowledge creation process in new venture strategy and performance. J. Bus. Res. (2007) 60(4):371–381CrossrefGoogle Scholar
  • Tsoukas H. The firm as a distributed knowledge system: A constructionist approach. Strategic Management J. (1996) 17(Winter):11–25CrossrefGoogle Scholar
  • Tsoukas H., Easterby-Smith M., Lyles M. Do we really understand tacit knowledge? The Blackwell Handbook of Organizational Learning and Knowledge Management (2003) (Blackwell, Oxford, UK) 410–427Google Scholar
  • Tsoukas H.Complex Knowledge. Studies in Organizational Epistemology (2005) (Oxford University Press, Oxford, UK) Google Scholar
  • Tushman M. L., O'Reilly C. A. Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Rev. (1996) 38(4):8–30CrossrefGoogle Scholar
  • Varela F., Varela F., Dupuy J.-P. Whence perceptual meaning? Understanding Origin (1992) (Kluwer, Dordrecht, The Netherlands) 235–264CrossrefGoogle Scholar
  • Varela F., Thompson E., Rosch E.The Embodied Mind: Cognitive Science and Human Experience (1991) (MIT Press, Cambridge, MA) CrossrefGoogle Scholar
  • Vera D., Crossan M., Easterby-Smith M., Lyles M. Organizational learning and knowledge management: Toward an integrative framework. The Blackwell Handbook of Organizational Learning and Knowledge Management (2003) (Blackwell, Oxford) 122–141Google Scholar
  • von Krogh G. Care in knowledge creation. California Management Rev. (1998) 40(3):133–153CrossrefGoogle Scholar
  • von Krogh G., Roos J.Organizational Epistemology (1995) (MacMillan, London, and St. Martins Press, New York) CrossrefGoogle Scholar
  • von Krogh G., Roos J., Slocum K. An essay on corporate epistemology. Strategic Management J. (1994) 15:53–71CrossrefGoogle Scholar
  • von Krogh G., Ichijo K., Nonaka I.Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation (2000) (Oxford University Press, New York) CrossrefGoogle Scholar
  • Wathne K., Roos J., von Krogh G., von Krogh G., Roos J. Towards a theory of knowledge transfer in a cooperative context. Managing Knowledge (1996) (Sage, London) 55–81Google Scholar
  • Weick K. E., Westley F., Clegg S. R., Hardy C., Nord W. R. Organizational learning: Affirming an oxymoron. Handbook of Organization Studies (1996) (Sage, London) 440–458Google Scholar
  • Wenger E.Communities of Practice: Learning, Meaning, and Identity (1998) (Cambridge University Press, Cambridge, UK) CrossrefGoogle Scholar
  • Winch P.The Idea of a Social Science (1958) (Routledge, London) Google Scholar
  • Winter S., Teece D. Knowledge and competence as strategic assets. The Competitive Challenge—Strategies for Industrial Innovation and Renewal (1987) (Ballinger, Cambridge, MA) Google Scholar
  • Zarraga C., Bonache J. The impact of team atmosphere on knowledge outcomes in self-managed teams. Organ. Stud. (2005) 26(5):661–681CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.