This study aims to provide theoretical analysis for the applicability of Nonaka's socialisation, externalisation, combination and internalisation (SECI) model in cross‐cultural contexts. Many Japanese companies are most probably quite successful and a world leader such as Sony, Toyota, Canon, Honda, Hitachi and Olympus. Therefore, proofing the validity of SECI model of creating knowledge in Japanese firms gave the model its great value. The model was produced in 1995 in Japanese context and has been widely quoted in approaches to classifying, creating, documenting, sharing and transferring knowledge from a knowledge management perspective. However, the universal applicability of this model is arguable. It was clear that not all SECI' modes are applicable in the same culture as some of them were widely spread, whereas some were not. Therefore, it is concluded that not all SECI processes reflect traditional Japanese values, but they should be adapted in order to be successfully applied in different contexts. Being aware of culture and its impact on knowledge creation and the application of SECI will enrich the insight of an organisation into their knowledge creation and the processes involved in it. Copyright © 2012 John Wiley & Sons, Ltd.
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