Beyond the ba: managing enabling contexts in knowledge organizations

Chun Wei Choo · Rivadávia Correa Drummond de Alvarenga Neto

139 citations0/0 files storedJournal of Knowledge Management

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Knowledge Management and Sharing Innovation and Knowledge Management Management and Organizational Practices

Abstract

Purpose Looking at the practical experience of organizations pursuing knowledge management, it is found that their efforts are primarily focused on creating the conditions and the context that will enable knowledge creation. This need for developing enabling conditions and contexts was identified more than a decade ago when Nonaka and associates introduced the concept of “ba.” This paper aims to map the development of the concept of “ba” in a number of disciplines in order to understand its theoretical evolution and practical application. Design/methodology/approach A comprehensive search and evaluation of the literature resulted in a database of 135 papers, four dissertations and four books. Using content analysis, citation analysis, and concept mapping, four categories of research findings are identified that in turn suggest four groups of conditions for enabling knowledge creation. Findings The paper discusses each of these conditions (the social/behavioral, cognitive/epistemic, information systems/management, and strategy/structural), and introduces a framework that relates these conditions to the type of knowledge process and the level of interaction that characterize a knowledge management activity in the organization. Originality/value It is concluded that managing knowledge in organizations is fundamentally about creating an environment in the organization that is conducive to and encourages knowledge creation, sharing and use. Organizations interested in pursuing knowledge management and innovation may wish to be guided by the enabling conditions presented here that have been discovered over ten years of research. These conditions and the frameworks of which they are part can help managers to analyze, discuss, and introduce specific combinations of enabling factors that are tailored according to the type of knowledge process and level of interaction needed to address a particular knowledge problem or vision.

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References

1998The Knowledge-Creating Company 1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation 1986Qualitative Data Analysis: A Sourcebook of New Methods 2001Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 2001Knowledge Management: An Organizational Capabilities Perspective 1996The knowledge-creating company: How Japanese companies create the dynamics of innovation 1998The Concept of “Ba”: Building a Foundation for Knowledge Creation 2000SECI, Ba and Leadership: a Unified Model of Dynamic Knowledge Creation

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