Exploring gaps in the knowledge creation theory: a case study in a high-technology company

Abstract

The aim of this paper is to explore eight gaps in the Knowledge Creation Theory of Nonaka and Takeuchi identified in a previous research: company legitimacy in the view of the stakeholders; the alignment of the goals of the organization and the stakeholders ; the use of some resources such as analogy and redundancy; the high turnover and commitment; the source of the informality; the business view; the Ba; and motivation. The research method is characterized by a single case study in a high technology company recognized as innovative both nationally and internationally, and the data was collected through interviews and analyzed based on the criteria of content analysis . As the main results, the gaps were discussed and confirmed or refuted according to the reality of the company studied. Furthermore, the research identified other factors – not listed in the Knowledge Creation Theory – that could be highlighted due to their relation with the knowledge creation process: the turnover, the motivational factor and the long term business outlook.

Keywords

• Knowledge management
• Knowledge creation
• Knowledge creation theory