SIMILARITIES BETWEEN THE KNOWLEDGE CREATION AND CONVERSION MODEL AND THE COMPETING VALUES FRAMEWORK: AN INTEGRATIVE APPROACH

Abstract

ABSTRACT Contemporaneously, and with the successive paradigmatic revolutions inherent to management since the XVII century, we are witnessing a new era marked by the structural rupture in the way organizations are perceived. Market globalization, cemented by quick technological evolutions, associated with economic, cultural, political and social transformations characterize a reality where uncertainty is the only certainty for organizations and managers. Knowledge management has been interpreted by managers and academics as a viable alternative in a logic of creation and conversation of sustainable competitive advantages. However, there are several barriers to the implementation and development of knowledge management programs in organizations, with organizational culture being one of the most preponderant. In this sense, and in this article, we will analyze and compare The Knowledge Creation and Conversion Model proposed by Nonaka and Takeuchi (1995) and Quinn and Rohrbaugh's Competing Values Framework (1983), since both have convergent conceptual lines that can assist managers in different sectors to guide their organization in a perspective of productivity, quality and market competitiveness.