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I. Nonaka, N. Konno
The concept of ‘Ba’: building a foundation for knowledge creation
G. Shaw, R. Brown, P. Bromiley
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W.H. Goodenough
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R. Keesing, A. Strathern
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N. Sinclair
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R. Cross, S. Borgatti, A. Parker
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G. Klein
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A. Juarrero
Dynamics in Action: Intentional Behaviour as a Complex System
I. Nonaka, H. Takeuchi
The Knowledge‐Creating Company
D. Snowden
Liberating knowledge
D. Snowden
Organic knowledge management: Part I. The ASHEN model: an enabler of action
D. Snowden
The paradox of story
D. Snowden
Cynefin: a sense of time and space, the social ecology of knowledge management
D. Snowden, C. Kurtz
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M. Hammer, J. Champy
Reengineering the Corporation
R. Stacy
Complex Responsive Processes in Organizations: Learning and Knowledge Creation
We are reaching the end of the second generation of knowledge management, with its focus on tacit-explicit knowledge conversion. Triggered by the SECI model of Nonaka, it replaced a first generation focus on timely information provision for decision support and in support of BPR initiatives. Like BPR it has substantially failed to deliver on its promised benefits. The third generation requires the clear separation of context, narrative and content management and challenges the orthodoxy of scientific management. Complex adaptive systems theory is used to create a sense-making model that utilises self-organising capabilities of the informal communities and identifies a natural flow model of knowledge creation, disruption and utilisation. However, the argument from nature of many complexity thinkers is rejected given the human capability to create order and predictability through collective and individual acts of freewill. Knowledge is seen paradoxically, as both a thing and a flow requiring diverse management approaches.
Journal of Knowledge Management – Emerald Publishing
Published: May 1, 2002
Keywords: Knowledge management; Systems theory; Business process re‐engineering
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