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The Knowledge-Creating Company

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Editor’s Note: This 1991 article helped popularize the notion of “tacit” knowledge—the valuable and highly subjective insights and intuitions that are difficult to capture and share because people carry them in their heads. Years later, the piece can still startle a reader with its views of organizations and of the types of knowledge that inform them. For example, the advice on how to distill objective and transferable, or “explicit,” knowledge from tacit knowledge—with a vivid illustration of Matsushita Electric’s efforts to build a better bread-making machine—is both arresting and actionable. The next step: ensuring that explicit knowledge is translated back into tacit knowledge that will then go on to yield yet another innovative solution. In an economy where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge. When markets shift, technologies proliferate, competitors multiply, and products become obsolete almost overnight, successful

Innovation The Knowledge-Creating Company by Ikujiro Nonaka From the Magazine (July–August 2007) Post Post Share Save Get PDF Buy Copies Print Summary . Reprint: R0707N In an economy where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge. Yet, few managers ... more Leer en español Ler em português Post Post Share Save Get PDF Buy Copies Print In an economy where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge. When markets shift, technologies proliferate, competitors multiply, and products

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