Model for knowledge management

Nonaka ‘s modelNonaka (1991) considering knowledge management is a knowledge creation process. According to Nonaka (1991), knowledge creation is generating new knowledge, as well as, making the existing knowledge available to others. This is the model developed by IKUJIRO NONAKA and HIROTAKA TAKEUCHI in 1991. Accordingly, Nonaka and Takeuchi (1995) stated this model contained three elements: SECI, Ba, and knowledge assets. These three elements interact with each other and motivate each other during the process. First of all, the model is running in four stages, socialization, externalisation, combination, internalisation. What is more, the main purpose for this model is how to create the knowledge, then make it available to others and use those knowledge to improve the performance. Socialization, tacit knowledge is shared in this stages with day to day communication and experience. At this stage, knowledge is communicated from tacit to tacit. Externalisation, tacit knowledge is transforming into explicit knowledge at this stage. It can be either written down or recorded, this stage is also ensure that the knowledge is not missing when the individual is leaving the organization. At this stage, knowledge is communicated from tacit to explicit. In fact, Nonaka (1991) specified that knowledge creation is take place at this stage. Combination, different various of the explicit is combined at this stage, in order to make it more usable. At this stage, knowledge is communicated from explicit to explicit. Internalisation, linking the knowledge to operation at this stage. Basically, let all the individuals in the organization to learn the knowledge and use it. At this stage, knowledge is communicated from explicit back to tacit. Secondly, the concept of Ba. Ba was first introduced by Nonaka and Konno, Ba is a concept to describe how knowledge is creating, share, and utilized through the interaction. Four categories are defined by Nonaka (1998).
Originating Ba: the place, where staff can interact with each other and customer.Dialoguing Ba: through the conversation between the staff, they are able to transform the tacit knowledge to explicit knowledge.Systemizing Ba: the explicit knowledge is been tested and feedback will be given to the place where the tacit knowledge been created.Exercising Ba: along with the information of the knowledge and the feedback, the employee is able to improve their knowledge and skills. Thirdly, the knowledge assets. Those factor, which specified by the organization, in order to help the industrial while the knowledge creating process.
Critical on SECI modelCulture problemAlthough, SECI as one of the most recognised knowledge management model, it still contain some disadvantage. According to (Geytere from 12manage.com), the model is based on a study of Japanese organization, which is only suitable for certain culture background.First of all, SECI model is highly focus on the tacit knowledge. According to Nonaka (1991), the model was based on the study in Japan. Employee in Japan are mostly stays in one organization for the whole working life, and the management have the absolute power to control the subordinate, which is very similar to China. For example, the subordinate will not have argument with their manager. According to my own experience, Japanese worker believe that, loyalty is the most valuable element to their organization and there are highly respect their manager. On the other hand, we also have the different ‘off the job culture’. most of the Asia people will have off the job drinking section, due to the pressure from the work (according to time magazine 2003, research shows that people in Japan and Korea is more likely finished work after 8pm). During the drinking section, people are more relaxing and will talk to each other about their feeling, experience and so on. It is also quite normal for them having a discussion in the pub, because they will only have necessary conversation in work. Therefore, communication between tacit can be fulfil in Japan. Either, the manager order the subordinate to communicate with each other in order to complete a task, or people will talk to each other after the work. However, most of the western culture are totally opposite. People are more likely talk to each other during work and not off the work, and employee are more independent. Also people will change their career with different needs.
Working environment Internal competitive team working is very popular in Japanese working culture. People will help each other, in order to complete the task, so the manger in Japan will motivate the subordinate for better co-operation. Internal competitive only happened when there is an opportunity to get promotion. on the other hand, in western culture. People are try to hold as much knowledge as they can, because the more they know and not the others, the more valuable they are. Therefore, the management method in here is very different. I am work as a manger in Pizza Hut. Team working is highly recommended in the management training programme, however, I found it does not work. For example, most of the waiter worked in my restaurant believed that, the more table they have the more tips they are going to gain. Therefore, they will rather spend more time with their customer then helping their colleague. In order to improve the sales, I can only motivate them to have competition to each other. The result is, we might have a very impressive sales, but all the staff will never find out what others knows. In other word, socialization might never happen under this kind of management method. In my opinion, this problem can be solve, if the organization can make some change to co-operate with this model. For example, one of my lecturer Andrew Paul C Coldwell used to worked for an organization in Africa. The management strategy in the organization is very different. The strategy is focus on improving the organization performance, on the other hand, it also care about the individual. Their strategy is: “you can only get promote if all your subordinate has the same knowledge level as you”. therefore, the promotion process will also test your subordinates. In other word, if the organization can encourage their employee to share the knowledge and benefit the individual, then the Nonaka model will across the barrier of culture.
To sum up, Nonaka model might be perfectly suitable for Japanese organization. However, it is difficult to transfer to other culture background. From my point of view, what if Nonaka model combining with other theory. Such as, Wiig (1997) focuses more on explicit knowledge rather than tacit knowledge.

Ref:
Moteleb, A, A and Woodman, M. (2008) ‘Notions of knowledge management systems: a gap analysis’ BIS4410 hand out, Middlesex university Nonaka, I (1991), ’the knowledge-creating company’, Harvard business review on knowledge management, 1998.
Nonaka, I. And Takeuchi, H. (1995), ’the knowledge-creating company’ USA oxford university press
Tom De Gevere, http://www.12manage.com/methods_nonaka_seci.html access on 28-02-08
Philippe Perez http://www.knowledgeboard.com/item/380/23/5/3 access on 18-02-08
Wiig, K, M. (1997), ’knowledge management: an introduction and perspective’, journal of knowledge management.