Knowledge Creation and Conversion in Military Organizations: How the SECI Model is Applied Within Armed Forces

Journal of Entrepreneurship, Management and Innovation. 2014;10(1):57-78 DOI 10.7341/20141012

 

Journal Homepage

Journal Title: Journal of Entrepreneurship, Management and Innovation

ISSN: 2299-7075 (Print); 2299-7326 (Online)

Publisher: Nowy Sacz Business School National-Louis University

LCC Subject Category: Social Sciences: Industries. Land use. Labor: Management. Industrial management | Social Sciences: Commerce: Business

Country of publisher: Poland

Language of fulltext: English

Full-text formats available: PDF, HTML

 

AUTHORS


Andrzej Lis

EDITORIAL INFORMATION

Double blind peer review

Editorial Board

Instructions for authors

Time From Submission to Publication: 48 weeks

 

Abstract | Full Text

The aim of the paper is to analyze the knowledge creation and conversion processes in military organizations using the SECI model as a framework. First of all, knowledge creation activities in military organizations are identified and categorized. Then, knowledge socialization, externalization, combination and internalization processes are analyzed. The paper studies methods, techniques and tools applied by NATO and the U.S. Army to support the aforementioned processes. As regards the issue of knowledge socialization, counseling, coaching, mentoring and communities of practice are discussed. Lessons Learned systems and After Action Reviews illustrate the military approaches to knowledge externalization. Producing doctrines in the process of operational standardization is presented as a solution used by the military to combine knowledge in order to codify it. Finally, knowledge internalization through training and education is explored.