The Impact of Culture on the Application of the SECI Model

The Impact of Culture on the Application of the SECI Model

Markus Haag (University of Bedfordshire, UK), Yanqing Duan (University of Bedfordshire, UK) and Brian Mathews (University of Bedfordshire, UK)
DOI: 10.4018/978-1-60566-790-4.ch002
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Abstract

The concept of culture and its relationship with Nonaka’s SECI model, a widely used model of organizational knowledge creation, is discussed in this chapter. Culture, in various forms, is argued to impact on the SECI model and the model itself is embedded in a certain context. This context determines the characteristics of the knowledge creation modes as described by SECI and therefore makes the model either more, or less, pertinent in a given context. This is regardless of whether that context is primarily determined by national culture, organizational culture or other factors. Differences in emphases in a given contextual environment on either tacit or explicit knowledge also impacts on knowledge creation as defined by SECI. Finally, it is emphasized that being conscious of the cultural situatedness of the SECI model can lead to a more adequate use of the model for organizational knowledge creation.
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Culture And Values

This section introduces the concept of culture, highlighting the importance of taking into account several levels of culture and provides a deliberately broad definition of culture for the purposes of this chapter. The concept of values will briefly be discussed since it is closely related to culture.

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