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A critical review of Nonaka’s SECI Framework

Powell, Taman Harley 2007. A critical review of Nonaka’s SECI Framework. Presented at: 16th European Doctoral Programmes Association in Management and Business Administration (EDAMBA) Summer Academy, Sorèze, France, July 2007.

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Abstract

While ‘there is nothing so practical as a good theory’ (Lewin, 1951, p. 169), the impact of these theories can be both positive and negative (Ghoshal, 2005; Ghoshal, et al., 1999; Ghoshal and Moran, 1996). As such, researchers have a responsibility to ensure that in their quest to understand and progress management practice, they are rigourous in their approach to their research. My research focusses on knowledge management within the context of management consulting. As such, my research builds upon existing theories of knowledge and knowledge management. This paper undertakes a critical review of, probably the most pervasive approach in knowledge management, Nonaka’s SECI framework (1994). It is argued that the flawed philosophical assumptions, relating to the nature of knowledge, that are embedded in this model make it largely invalid and limited in its approach. This is specifically the case with regard to knowledge development and learning.

Item Type: Conference or Workshop Item (Paper)
Date Type: Completion
Status: Unpublished
Schools: Business (Including Economics)
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Uncontrolled Keywords: knowledge management; knowledge; Nonaka; knowledge conversion; learning; communities of practice; social networks; management consultancy
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Last Modified: 08 May 2019 02:33
URI: http://orca.cf.ac.uk/id/eprint/39596

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