What do you think?
Rate this book
The Knowledge-Creating Company
In a world where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge. The best companies survive by consistently creating new knowledge, disseminating it widely throughout the organization, and quickly leveraging it in their business processes and their products. In The Knowledge-Creating Company , Ikujiro Nonaka shows how your company can exploit its knowledge to continually innovate and reinvent itself in the face of relentless change. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.
68 pages, Kindle Edition
First published November 1, 1991
43 people are currently reading
814 people want to read
About the author
Ikujiro Nonaka
50 books14 followersIkujiro Nonaka was a Japanese organizational theorist and Professor Emeritus at the Graduate School of International Corporate Strategy of the Hitotsubashi University, best known for his study of knowledge management.
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 30 of 35 reviews
July 7, 2008
This book shows the difference of approaching knowledge from the angle of western and Japanese culture. Eventhough in the tittle this book seems suitable for people who interested management fields, personally I think this is a good reading for people who's curios about source of knowledge.
Nonaka and Takeuchi devide Knowledge into two categories, tacit and explicit knowledge. explicit knowledge is formal knowledge, easier to formulize(books, class, manual books, etc);Tacid knowledge known as intangible and personal knowledge such as insights, hunches, and not so easy to formulize.
In the first part of the book Nonaka and Takeuchi wrote about their understanding of knowledge. They made brief introduction of Western thoughts such as Kant, Marx, Tofler, Etc. And as the balance they also give summary of Japanese approach towards knowledge. That part preceded with the review of these two approaches and presented their idea about knowledge.
Most interesting part is when they explain about knowledge creation theory. If put into simple words their theory is about the interaction of tacit and explisit knowledge is knowledge conversion. Knowledge conversion in a process which happens between individual. In order personal knowledge can develop into group knowlegde there are 4 factors needed : socialization, Externalization, combination and Internalization.
For further inquiry....please read the book ok...
Nonaka and Takeuchi devide Knowledge into two categories, tacit and explicit knowledge. explicit knowledge is formal knowledge, easier to formulize(books, class, manual books, etc);Tacid knowledge known as intangible and personal knowledge such as insights, hunches, and not so easy to formulize.
In the first part of the book Nonaka and Takeuchi wrote about their understanding of knowledge. They made brief introduction of Western thoughts such as Kant, Marx, Tofler, Etc. And as the balance they also give summary of Japanese approach towards knowledge. That part preceded with the review of these two approaches and presented their idea about knowledge.
Most interesting part is when they explain about knowledge creation theory. If put into simple words their theory is about the interaction of tacit and explisit knowledge is knowledge conversion. Knowledge conversion in a process which happens between individual. In order personal knowledge can develop into group knowlegde there are 4 factors needed : socialization, Externalization, combination and Internalization.
For further inquiry....please read the book ok...
September 24, 2017
TYPES OF KNOWLEDGE
Explicit knowledge = theory, can be written down and expressed with words. Objective. Type of knowledge teached in the standard scholar education, with the use of text books, dictation and a notebook. Ex. a mathematical theorem
Tacit knowledge = experience and feelings, hard to explain and transmit. Subjective. Type of knowledge l based on doing, losing the fear to the sensation of not being able, inexistence recipe to sucess at the first time. Based on the descovering personal skills that once learned are hard to forget, you may lose practice but not the basic knowledge of how to do it. Ex. the first year of life like talk or walk, and also senses like fire is hot or lime is acid.
Though is diferent for eveyone tacit knowledge exists to have explicit knowledge. Ex. to be able to explain a concept (explicit knowledege) first you need to learn how to talk and articulate words verbaly (tacit knowledge). This is because explicit knowledege was created by humans and can be only learned by them, therefore tacit knowledge gets more interiorized because is the one that uses more than just the brain. Everything that can be learned by an animal is based on tacit knowledge, and all that can’t be learned by a person with diferent capabilities than you too. Ex1. Find food is something done by all living beings in differnet ways (through chlorophyll, collecting fruit, bitting to suck blood, etc.) but with the same end, to get noutrish. Ex2. Reading, we use graphic strokes that can be drawn called letters and each of them have a sound related, but a blind will pronounce the same you will but when insead of looking at the graphic stroke will touch a dotted figure that is equivalent to ours, and a mute will look at those graphs and understand the same you do but when to pronunce they will express the words with gestures, all will get the same words and content (explicit knowledge) but each of us will arrive to it in diferent ways depending on our needs and abilities.
MODES OF KNOWLEDGE CONVERSION
1. Tacit to Tacit (socialization/contagion)
This process produces “sympathized knowledge”. Socialization is a process of sharing experiences through observation, imitation, and practice.
2. Tacit to Explicit (externalization/conceptulization)
This process produces “conceptual knowledge”. Externalization takes the shapes of metaphors, analogies, concepts, hypotheses, or models.
3. Explicit to Explicit (combination)
This process produces “systemic knowledge”. Combination is a process of individuals exchanging knowledge through documents, presentations, and meetings. Reconfiguration of existing information through sorting, adding, combining and categorizing of explicit knowledge can lead to new knowledge.
4. Explicit to Tacit (internalization/experimentation)
This process produces “operational knowledge”. Internalization is based on ‘LEARNING BY DOING’, and can occur without having to “re-experience” other people’s experiences. (Nonaka, 2008)
Ex. Process for the realization of the workshop: First, Nonaka and Takeuchi reflected about knowledege and how it was created (socialization), then got together and exchange their thoughts (externalization) to get to a meeting point, and they wrote the book with all the concepts (combination), after all Virginia read the book and imparted the workshop (combination), in groups we found real examples of the different concepts (combination and intrenalization).
5 CONDITIONS REQUIRED TO PROMOTE THE KNOWLEDGE SPIRAL
1. Intention
Vision - Objective
The intention is an organization’s aspiration to its goals. Efforts to achieve an intention usually take the form of a strategy. The most critical element of a corporate strategy is to conceptualize a vision about what kind of knowledge should be developed and to operationalize into a management system for implementation. It would be impossible to judge the value of information or knowledge perceived or created, if intention didn’t exist.
2. Autonomy
Curiosity - Liberty
At the individual level, all members of an organization should be allowed to act autonomously as far as circumstances permit. By inviting their members to act autonomously, the organization may increase the chance of observing unexpected opportunities. Autonomy is also fundamental in order to motivate.
3. Fluctuation and Creative Chaos
Courage - Flow
Fluctuation means that individuals feel free to challenge the organization and propose changes, modifications, improvements or innovation. It’s the opposite of status quo. Chaos is generated naturally when the organization faces a real crisis, such as a rapid decline of performance due to changes in market needs or significant growth of competitors. It can also be generated intentionally when the organization’s leaders try to evoke a “sense of crisis”.
4. Redundancy
Evolutionary - Dialogue
Redundancy is the existence of information that goes beyond the immediate operational requirements of organizational members. In a sense it means that the organization tolerate a certain waste of resources (information communicated to members that apparently do not need it) because it’s in fact an investment (thanks to that redundancy we buy an opportunity to create knowledge and eventually innovation). Redundancy of information brings about “learning by intrusion” into each individual’s sphere of perception.
5. Requisite Variety
Diversity - Open-mindness - Team Spirit
The more complex is the problem you try to solve, the more variety you’ll need in your team. Variety can be enhanced by combining information differently, flexibly and quickly, and by providing equal access to information throughout the organization.
Explicit knowledge = theory, can be written down and expressed with words. Objective. Type of knowledge teached in the standard scholar education, with the use of text books, dictation and a notebook. Ex. a mathematical theorem
Tacit knowledge = experience and feelings, hard to explain and transmit. Subjective. Type of knowledge l based on doing, losing the fear to the sensation of not being able, inexistence recipe to sucess at the first time. Based on the descovering personal skills that once learned are hard to forget, you may lose practice but not the basic knowledge of how to do it. Ex. the first year of life like talk or walk, and also senses like fire is hot or lime is acid.
Though is diferent for eveyone tacit knowledge exists to have explicit knowledge. Ex. to be able to explain a concept (explicit knowledege) first you need to learn how to talk and articulate words verbaly (tacit knowledge). This is because explicit knowledege was created by humans and can be only learned by them, therefore tacit knowledge gets more interiorized because is the one that uses more than just the brain. Everything that can be learned by an animal is based on tacit knowledge, and all that can’t be learned by a person with diferent capabilities than you too. Ex1. Find food is something done by all living beings in differnet ways (through chlorophyll, collecting fruit, bitting to suck blood, etc.) but with the same end, to get noutrish. Ex2. Reading, we use graphic strokes that can be drawn called letters and each of them have a sound related, but a blind will pronounce the same you will but when insead of looking at the graphic stroke will touch a dotted figure that is equivalent to ours, and a mute will look at those graphs and understand the same you do but when to pronunce they will express the words with gestures, all will get the same words and content (explicit knowledge) but each of us will arrive to it in diferent ways depending on our needs and abilities.
MODES OF KNOWLEDGE CONVERSION
1. Tacit to Tacit (socialization/contagion)
This process produces “sympathized knowledge”. Socialization is a process of sharing experiences through observation, imitation, and practice.
2. Tacit to Explicit (externalization/conceptulization)
This process produces “conceptual knowledge”. Externalization takes the shapes of metaphors, analogies, concepts, hypotheses, or models.
3. Explicit to Explicit (combination)
This process produces “systemic knowledge”. Combination is a process of individuals exchanging knowledge through documents, presentations, and meetings. Reconfiguration of existing information through sorting, adding, combining and categorizing of explicit knowledge can lead to new knowledge.
4. Explicit to Tacit (internalization/experimentation)
This process produces “operational knowledge”. Internalization is based on ‘LEARNING BY DOING’, and can occur without having to “re-experience” other people’s experiences. (Nonaka, 2008)
Ex. Process for the realization of the workshop: First, Nonaka and Takeuchi reflected about knowledege and how it was created (socialization), then got together and exchange their thoughts (externalization) to get to a meeting point, and they wrote the book with all the concepts (combination), after all Virginia read the book and imparted the workshop (combination), in groups we found real examples of the different concepts (combination and intrenalization).
5 CONDITIONS REQUIRED TO PROMOTE THE KNOWLEDGE SPIRAL
1. Intention
Vision - Objective
The intention is an organization’s aspiration to its goals. Efforts to achieve an intention usually take the form of a strategy. The most critical element of a corporate strategy is to conceptualize a vision about what kind of knowledge should be developed and to operationalize into a management system for implementation. It would be impossible to judge the value of information or knowledge perceived or created, if intention didn’t exist.
2. Autonomy
Curiosity - Liberty
At the individual level, all members of an organization should be allowed to act autonomously as far as circumstances permit. By inviting their members to act autonomously, the organization may increase the chance of observing unexpected opportunities. Autonomy is also fundamental in order to motivate.
3. Fluctuation and Creative Chaos
Courage - Flow
Fluctuation means that individuals feel free to challenge the organization and propose changes, modifications, improvements or innovation. It’s the opposite of status quo. Chaos is generated naturally when the organization faces a real crisis, such as a rapid decline of performance due to changes in market needs or significant growth of competitors. It can also be generated intentionally when the organization’s leaders try to evoke a “sense of crisis”.
4. Redundancy
Evolutionary - Dialogue
Redundancy is the existence of information that goes beyond the immediate operational requirements of organizational members. In a sense it means that the organization tolerate a certain waste of resources (information communicated to members that apparently do not need it) because it’s in fact an investment (thanks to that redundancy we buy an opportunity to create knowledge and eventually innovation). Redundancy of information brings about “learning by intrusion” into each individual’s sphere of perception.
5. Requisite Variety
Diversity - Open-mindness - Team Spirit
The more complex is the problem you try to solve, the more variety you’ll need in your team. Variety can be enhanced by combining information differently, flexibly and quickly, and by providing equal access to information throughout the organization.
This entire review has been hidden because of spoilers.
August 3, 2018
Almost 5 stars. Very thorough research to knowledge creation. Lots of overlaps with Lean and Agile. No wonder, since it was these guys who inspired Sutherland and Schwaber to create Scrum. Whole approach based on principles. I liked that they saw lots of false dichotomies and usually advocated for the middle ground. Was also surprised by how much tacit knowledge influenced their thinking.
July 29, 2025
O livro The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation, de Ikujiro Nonaka e Hirotaka Takeuchi, publicado em 1995, é uma obra seminal no campo da gestão do conhecimento e da inovação organizacional. Ele explora como as empresas japonesas, como Toyota, Canon e Honda, desenvolvem processos dinâmicos para criar, gerenciar e disseminar conhecimento, impulsionando a inovação contínua. Abaixo, apresento uma análise detalhada e estruturada do livro, conforme solicitado, mantendo um tom formal e respeitando as diretrizes fornecidas.
Resumo do Conteúdo
O livro introduz o conceito de criação de conhecimento organizacional, argumentando que a capacidade de uma empresa de inovar está diretamente ligada à sua habilidade de converter conhecimento tácito (baseado em experiências pessoais, intuições e habilidades) em conhecimento explícito (codificado, documentado e compartilhável) e vice-versa. Nonaka e Takeuchi propõem o modelo SECI (Socialização, Externalização, Combinação, Internalização), que descreve o processo cíclico de criação de conhecimento nas organizações:
1 Socialização (Tácito para Tácito): O compartilhamento de conhecimento tácito entre indivíduos, geralmente por meio de interações diretas, observação ou aprendizado prático. Exemplo: um mentor ensinando um aprendiz por meio da prática.
2 Externalização (Tácito para Explícito): A conversão de conhecimento tácito em formas explícitas, como documentos, manuais ou diagramas. Exemplo: um engenheiro descrevendo um processo técnico em um relatório.
3 Combinação (Explícito para Explícito): A integração de diferentes formas de conhecimento explícito para criar novos sistemas ou insights. Exemplo: a consolidação de relatórios de várias equipes para desenvolver uma nova estratégia.
4 Internalização (Explícito para Tácito): A absorção de conhecimento explícito pelos indivíduos, que o transformam em habilidades ou intuições tácitas. Exemplo: funcionários aprendendo novos processos a partir de treinamentos e aplicando-os intuitivamente.
Esse ciclo contínuo, segundo os autores, é a base para a inovação nas empresas japonesas, que se destacam por sua capacidade de integrar conhecimento individual e coletivo para criar produtos e processos inovadores.
Conceitos-Chave
• Conhecimento Tácito vs. Explícito: O livro enfatiza a interação entre esses dois tipos de conhecimento como motor da inovação. Enquanto o conhecimento tácito é subjetivo e difícil de articular, o conhecimento explícito é formal e estruturado.
• “Ba”: Nonaka e Takeuchi introduzem o conceito de ba, um espaço (físico, virtual ou mental) onde o conhecimento é compartilhado e criado. Esse ambiente favorece a interação e a colaboração.
• Liderança do “Meio para Cima e para Baixo”: Diferentemente do modelo ocidental de liderança top-down, os autores destacam que as empresas japonesas frequentemente utilizam líderes de nível médio para facilitar a criação de conhecimento, conectando a alta gestão aos funcionários operacionais.
• Espiral do Conhecimento: O modelo SECI opera em uma espiral, onde o conhecimento é continuamente ampliado à medida que passa por ciclos de socialização, externalização, combinação e internalização, expandindo-se para níveis organizacionais e até interorganizacionais.
Contribuições do Livro
1 Nova Perspectiva sobre Inovação: O livro desafia visões tradicionais que tratam a inovação como um processo puramente tecnológico ou linear, destacando o papel do conhecimento humano e das interações sociais.
2 Aplicação Prática: Por meio de estudos de caso de empresas japonesas, como a Matsushita (Panasonic) e a Canon, os autores ilustram como o modelo SECI é aplicado na prática, como no desenvolvimento de produtos inovadores (e.g., a máquina de pão da Matsushita).
3 Impacto Global: A obra influenciou profundamente a gestão do conhecimento, sendo amplamente adotada em estudos acadêmicos e práticas corporativas em todo o mundo.
Relevância Atual
Embora publicado há três décadas, os conceitos apresentados em The Knowledge-Creating Company permanecem relevantes, especialmente em um mundo impulsionado pela economia do conhecimento e pela transformação digital.
Empresas modernas, especialmente em setores de tecnologia e inovação, continuam a adotar princípios semelhantes para fomentar a colaboração e a criatividade. Por exemplo, o uso de plataformas digitais para compartilhamento de conhecimento pode ser visto como uma evolução do conceito de ba.
Críticas
Algumas críticas ao livro incluem:
• Contexto Cultural Específico: O modelo é fortemente baseado em práticas japonesas, o que pode limitar sua aplicabilidade em culturas organizacionais ocidentais, onde hierarquias mais rígidas ou abordagens individualistas predominam.
• Foco Qualitativo: A obra é rica em estudos de caso, mas carece de métricas quantitativas para avaliar a eficácia do modelo SECI.
• Complexidade na Implementação: A criação de ambientes (ba) e a gestão do conhecimento tácito podem ser desafiadoras em organizações com recursos limitados.
The Knowledge-Creating Company é uma leitura fundamental para profissionais e acadêmicos interessados em gestão do conhecimento, inovação e desenvolvimento organizacional. O modelo SECI e o conceito de ba oferecem um quadro robusto para entender como o conhecimento pode ser alavancado para impulsionar a inovação. Apesar de algumas limitações contextuais, a obra continua sendo uma referência essencial para organizações que buscam criar culturas de aprendizado contínuo.
Resumo do Conteúdo
O livro introduz o conceito de criação de conhecimento organizacional, argumentando que a capacidade de uma empresa de inovar está diretamente ligada à sua habilidade de converter conhecimento tácito (baseado em experiências pessoais, intuições e habilidades) em conhecimento explícito (codificado, documentado e compartilhável) e vice-versa. Nonaka e Takeuchi propõem o modelo SECI (Socialização, Externalização, Combinação, Internalização), que descreve o processo cíclico de criação de conhecimento nas organizações:
1 Socialização (Tácito para Tácito): O compartilhamento de conhecimento tácito entre indivíduos, geralmente por meio de interações diretas, observação ou aprendizado prático. Exemplo: um mentor ensinando um aprendiz por meio da prática.
2 Externalização (Tácito para Explícito): A conversão de conhecimento tácito em formas explícitas, como documentos, manuais ou diagramas. Exemplo: um engenheiro descrevendo um processo técnico em um relatório.
3 Combinação (Explícito para Explícito): A integração de diferentes formas de conhecimento explícito para criar novos sistemas ou insights. Exemplo: a consolidação de relatórios de várias equipes para desenvolver uma nova estratégia.
4 Internalização (Explícito para Tácito): A absorção de conhecimento explícito pelos indivíduos, que o transformam em habilidades ou intuições tácitas. Exemplo: funcionários aprendendo novos processos a partir de treinamentos e aplicando-os intuitivamente.
Esse ciclo contínuo, segundo os autores, é a base para a inovação nas empresas japonesas, que se destacam por sua capacidade de integrar conhecimento individual e coletivo para criar produtos e processos inovadores.
Conceitos-Chave
• Conhecimento Tácito vs. Explícito: O livro enfatiza a interação entre esses dois tipos de conhecimento como motor da inovação. Enquanto o conhecimento tácito é subjetivo e difícil de articular, o conhecimento explícito é formal e estruturado.
• “Ba”: Nonaka e Takeuchi introduzem o conceito de ba, um espaço (físico, virtual ou mental) onde o conhecimento é compartilhado e criado. Esse ambiente favorece a interação e a colaboração.
• Liderança do “Meio para Cima e para Baixo”: Diferentemente do modelo ocidental de liderança top-down, os autores destacam que as empresas japonesas frequentemente utilizam líderes de nível médio para facilitar a criação de conhecimento, conectando a alta gestão aos funcionários operacionais.
• Espiral do Conhecimento: O modelo SECI opera em uma espiral, onde o conhecimento é continuamente ampliado à medida que passa por ciclos de socialização, externalização, combinação e internalização, expandindo-se para níveis organizacionais e até interorganizacionais.
Contribuições do Livro
1 Nova Perspectiva sobre Inovação: O livro desafia visões tradicionais que tratam a inovação como um processo puramente tecnológico ou linear, destacando o papel do conhecimento humano e das interações sociais.
2 Aplicação Prática: Por meio de estudos de caso de empresas japonesas, como a Matsushita (Panasonic) e a Canon, os autores ilustram como o modelo SECI é aplicado na prática, como no desenvolvimento de produtos inovadores (e.g., a máquina de pão da Matsushita).
3 Impacto Global: A obra influenciou profundamente a gestão do conhecimento, sendo amplamente adotada em estudos acadêmicos e práticas corporativas em todo o mundo.
Relevância Atual
Embora publicado há três décadas, os conceitos apresentados em The Knowledge-Creating Company permanecem relevantes, especialmente em um mundo impulsionado pela economia do conhecimento e pela transformação digital.
Empresas modernas, especialmente em setores de tecnologia e inovação, continuam a adotar princípios semelhantes para fomentar a colaboração e a criatividade. Por exemplo, o uso de plataformas digitais para compartilhamento de conhecimento pode ser visto como uma evolução do conceito de ba.
Críticas
Algumas críticas ao livro incluem:
• Contexto Cultural Específico: O modelo é fortemente baseado em práticas japonesas, o que pode limitar sua aplicabilidade em culturas organizacionais ocidentais, onde hierarquias mais rígidas ou abordagens individualistas predominam.
• Foco Qualitativo: A obra é rica em estudos de caso, mas carece de métricas quantitativas para avaliar a eficácia do modelo SECI.
• Complexidade na Implementação: A criação de ambientes (ba) e a gestão do conhecimento tácito podem ser desafiadoras em organizações com recursos limitados.
The Knowledge-Creating Company é uma leitura fundamental para profissionais e acadêmicos interessados em gestão do conhecimento, inovação e desenvolvimento organizacional. O modelo SECI e o conceito de ba oferecem um quadro robusto para entender como o conhecimento pode ser alavancado para impulsionar a inovação. Apesar de algumas limitações contextuais, a obra continua sendo uma referência essencial para organizações que buscam criar culturas de aprendizado contínuo.
This entire review has been hidden because of spoilers.
April 18, 2019
Knowledge management in knowledge industry is a much abused term. It isn't well understood by leaders in a very structured and actionable manner, though team members in the trenches have a fairly good gut feel of it, especially how tacit knowledge gets shared and internalized at an individual level (the fact that process police from ISO, CMMI and Six Sigma so naively and totally disregarded this fact in the context of knowledge industry must be held as a key learning lesson for the future generations). However, all these are highly abstract terms, and an absence of a comprehensive framework rigorously supposed by real-life data is sorely missing. Nonaka and Takeuchi's work is not only a pioneering one, but also a classic for the knowledge era, for their work allows us to elicit key learnings how knowledge gets created, shared, consolidated and baselined in different context.
Even though the book was written over twenty years back, and essentially captures the examples from Japanese companies predominantly in electronics and manufacturing, I can very easily see them applied to knowledge-intensive and creative endeavors such as software development. In software development, we have historically relied on documentation as a means to capture and communicate the knowledge, hardly realizing that most of the associated knowledge continues to reside in the heads of the software developers, and can simply never be documented! Agile movement recognized it and built conceptual models that piggyback on it, but most so-called agile coaches have neither read this book nor been in a situation where they are creating knowledge such as examples from the book to really give them a deep and grounded understanding of how knowledge gets created inside a company. This is a great and mandatory read for anyone involved in any form of leadership role, or involved with how knowledge creation.
Even though the book was written over twenty years back, and essentially captures the examples from Japanese companies predominantly in electronics and manufacturing, I can very easily see them applied to knowledge-intensive and creative endeavors such as software development. In software development, we have historically relied on documentation as a means to capture and communicate the knowledge, hardly realizing that most of the associated knowledge continues to reside in the heads of the software developers, and can simply never be documented! Agile movement recognized it and built conceptual models that piggyback on it, but most so-called agile coaches have neither read this book nor been in a situation where they are creating knowledge such as examples from the book to really give them a deep and grounded understanding of how knowledge gets created inside a company. This is a great and mandatory read for anyone involved in any form of leadership role, or involved with how knowledge creation.
March 5, 2025
If you want to book deep in philosophy on knowledge creating companies specifically in the east, this book will completely peak your interest! It compares and contrasts Western ideals on knowledge creation to some of the more innovative companies from the east, specifically Japan.
One thing I did like about the section that I did read, was they put their finger on what has always bothered me about guru Peter Senge's philosophies on learning organizations. The Japanese learning organization places a lot of emphasis on trial and experimentation. Coined lean circles as genchi gambutzu. Whereas the Western philosophies of learning organizations puts less emphasis on experiential learning and more emphasis on traditional knowledge building modes.
I believe that's the part that was always missing for me, but it's been a few decades since I have read anything on learning organizations by Dr Senge so I just can't confirm it.
Regardless, even though this book uses some case studies, I did not find it engaging or thought-provoking personally. I felt that the thoughts were somewhat scattered and more theoretical than actionable. Normally I wouldn't mind that kind of book, but it truly felt to me that the authors were trying to make their case studies fit into their narrative not that their narrative was built around their case studies. To me that's a subtle yet important difference to me.
One thing I did like about the section that I did read, was they put their finger on what has always bothered me about guru Peter Senge's philosophies on learning organizations. The Japanese learning organization places a lot of emphasis on trial and experimentation. Coined lean circles as genchi gambutzu. Whereas the Western philosophies of learning organizations puts less emphasis on experiential learning and more emphasis on traditional knowledge building modes.
I believe that's the part that was always missing for me, but it's been a few decades since I have read anything on learning organizations by Dr Senge so I just can't confirm it.
Regardless, even though this book uses some case studies, I did not find it engaging or thought-provoking personally. I felt that the thoughts were somewhat scattered and more theoretical than actionable. Normally I wouldn't mind that kind of book, but it truly felt to me that the authors were trying to make their case studies fit into their narrative not that their narrative was built around their case studies. To me that's a subtle yet important difference to me.
June 16, 2019
A classic within organizational knowledge management literature that goes through the whole process of knowledge creation from its basics to concrete steps of implementation.
The Knowledge-Creating Company is the book that covers the well-known SECI-model and its meaning within organizational knowledge creation. Real company cases are used to illustrate the conversion of knowledge between tacit and explicit and the elevation of individual knowledge towards organizational knowledge. Published in 1995, the book is still a relevant piece within managerial literature and helps understanding the dynamics of innovation.
A strong recommendation for anyone interested in knowledge-management or continuous innovation models.
The Knowledge-Creating Company is the book that covers the well-known SECI-model and its meaning within organizational knowledge creation. Real company cases are used to illustrate the conversion of knowledge between tacit and explicit and the elevation of individual knowledge towards organizational knowledge. Published in 1995, the book is still a relevant piece within managerial literature and helps understanding the dynamics of innovation.
A strong recommendation for anyone interested in knowledge-management or continuous innovation models.
September 24, 2017
TYPES OF KNOWLEDGE
Explicit knowledge = theory, can be written down and expressed with words. Objective. Type of knowledge teached in the standard scholar education, with the use of text books, dictation and a notebook. Ex. a mathematical theorem
Tacit knowledge = experience and feelings, hard to explain and transmit. Subjective. Type of knowledge l based on doing, losing the fear to the sensation of not being able, inexistence recipe to sucess at the first time. Based on the descovering personal skills that once learned are hard to forget, you may lose practice but not the basic knowledge of how to do it. Ex. the first year of life like talk or walk, and also senses like fire is hot or lime is acid.
Though is diferent for eveyone tacit knowledge exists to have explicit knowledge. Ex. to be able to explain a concept (explicit knowledege) first you need to learn how to talk and articulate words verbaly (tacit knowledge). This is because explicit knowledege was created by humans and can be only learned by them, therefore tacit knowledge gets more interiorized because is the one that uses more than just the brain. Everything that can be learned by an animal is based on tacit knowledge, and all that can’t be learned by a person with diferent capabilities than you too. Ex1. Find food is something done by all living beings in differnet ways (through chlorophyll, collecting fruit, bitting to suck blood, etc.) but with the same end, to get noutrish. Ex2. Reading, we use graphic strokes that can be drawn called letters and each of them have a sound related, but a blind will pronounce the same you will but when insead of looking at the graphic stroke will touch a dotted figure that is equivalent to ours, and a mute will look at those graphs and understand the same you do but when to pronunce they will express the words with gestures, all will get the same words and content (explicit knowledge) but each of us will arrive to it in diferent ways depending on our needs and abilities.
MODES OF KNOWLEDGE CONVERSION
1. Tacit to Tacit (socialization/contagion)
This process produces “sympathized knowledge”. Socialization is a process of sharing experiences through observation, imitation, and practice.
2. Tacit to Explicit (externalization/conceptulization)
This process produces “conceptual knowledge”. Externalization takes the shapes of metaphors, analogies, concepts, hypotheses, or models.
3. Explicit to Explicit (combination)
This process produces “systemic knowledge”. Combination is a process of individuals exchanging knowledge through documents, presentations, and meetings. Reconfiguration of existing information through sorting, adding, combining and categorizing of explicit knowledge can lead to new knowledge.
4. Explicit to Tacit (internalization/experimentation)
This process produces “operational knowledge”. Internalization is based on ‘LEARNING BY DOING’, and can occur without having to “re-experience” other people’s experiences. (Nonaka, 2008)
Ex. Process for the realization of the workshop: First, Nonaka and Takeuchi reflected about knowledege and how it was created (socialization), then got together and exchange their thoughts (externalization) to get to a meeting point, and they wrote the book with all the concepts (combination), after all Virginia read the book and imparted the workshop (combination), in groups we found real examples of the different concepts (combination and intrenalization).
5 CONDITIONS REQUIRED TO PROMOTE THE KNOWLEDGE SPIRAL
1. Intention
Vision - Objective
The intention is an organization’s aspiration to its goals. Efforts to achieve an intention usually take the form of a strategy. The most critical element of a corporate strategy is to conceptualize a vision about what kind of knowledge should be developed and to operationalize into a management system for implementation. It would be impossible to judge the value of information or knowledge perceived or created, if intention didn’t exist.
2. Autonomy
Curiosity - Liberty
At the individual level, all members of an organization should be allowed to act autonomously as far as circumstances permit. By inviting their members to act autonomously, the organization may increase the chance of observing unexpected opportunities. Autonomy is also fundamental in order to motivate.
3. Fluctuation and Creative Chaos
Courage - Flow
Fluctuation means that individuals feel free to challenge the organization and propose changes, modifications, improvements or innovation. It’s the opposite of status quo. Chaos is generated naturally when the organization faces a real crisis, such as a rapid decline of performance due to changes in market needs or significant growth of competitors. It can also be generated intentionally when the organization’s leaders try to evoke a “sense of crisis”.
4. Redundancy
Evolutionary - Dialogue
Redundancy is the existence of information that goes beyond the immediate operational requirements of organizational members. In a sense it means that the organization tolerate a certain waste of resources (information communicated to members that apparently do not need it) because it’s in fact an investment (thanks to that redundancy we buy an opportunity to create knowledge and eventually innovation). Redundancy of information brings about “learning by intrusion” into each individual’s sphere of perception.
5. Requisite Variety
Diversity - Open-mindness - Team Spirit
The more complex is the problem you try to solve, the more variety you’ll need in your team. Variety can be enhanced by combining information differently, flexibly and quickly, and by providing equal access to information throughout the organization.
Explicit knowledge = theory, can be written down and expressed with words. Objective. Type of knowledge teached in the standard scholar education, with the use of text books, dictation and a notebook. Ex. a mathematical theorem
Tacit knowledge = experience and feelings, hard to explain and transmit. Subjective. Type of knowledge l based on doing, losing the fear to the sensation of not being able, inexistence recipe to sucess at the first time. Based on the descovering personal skills that once learned are hard to forget, you may lose practice but not the basic knowledge of how to do it. Ex. the first year of life like talk or walk, and also senses like fire is hot or lime is acid.
Though is diferent for eveyone tacit knowledge exists to have explicit knowledge. Ex. to be able to explain a concept (explicit knowledege) first you need to learn how to talk and articulate words verbaly (tacit knowledge). This is because explicit knowledege was created by humans and can be only learned by them, therefore tacit knowledge gets more interiorized because is the one that uses more than just the brain. Everything that can be learned by an animal is based on tacit knowledge, and all that can’t be learned by a person with diferent capabilities than you too. Ex1. Find food is something done by all living beings in differnet ways (through chlorophyll, collecting fruit, bitting to suck blood, etc.) but with the same end, to get noutrish. Ex2. Reading, we use graphic strokes that can be drawn called letters and each of them have a sound related, but a blind will pronounce the same you will but when insead of looking at the graphic stroke will touch a dotted figure that is equivalent to ours, and a mute will look at those graphs and understand the same you do but when to pronunce they will express the words with gestures, all will get the same words and content (explicit knowledge) but each of us will arrive to it in diferent ways depending on our needs and abilities.
MODES OF KNOWLEDGE CONVERSION
1. Tacit to Tacit (socialization/contagion)
This process produces “sympathized knowledge”. Socialization is a process of sharing experiences through observation, imitation, and practice.
2. Tacit to Explicit (externalization/conceptulization)
This process produces “conceptual knowledge”. Externalization takes the shapes of metaphors, analogies, concepts, hypotheses, or models.
3. Explicit to Explicit (combination)
This process produces “systemic knowledge”. Combination is a process of individuals exchanging knowledge through documents, presentations, and meetings. Reconfiguration of existing information through sorting, adding, combining and categorizing of explicit knowledge can lead to new knowledge.
4. Explicit to Tacit (internalization/experimentation)
This process produces “operational knowledge”. Internalization is based on ‘LEARNING BY DOING’, and can occur without having to “re-experience” other people’s experiences. (Nonaka, 2008)
Ex. Process for the realization of the workshop: First, Nonaka and Takeuchi reflected about knowledege and how it was created (socialization), then got together and exchange their thoughts (externalization) to get to a meeting point, and they wrote the book with all the concepts (combination), after all Virginia read the book and imparted the workshop (combination), in groups we found real examples of the different concepts (combination and intrenalization).
5 CONDITIONS REQUIRED TO PROMOTE THE KNOWLEDGE SPIRAL
1. Intention
Vision - Objective
The intention is an organization’s aspiration to its goals. Efforts to achieve an intention usually take the form of a strategy. The most critical element of a corporate strategy is to conceptualize a vision about what kind of knowledge should be developed and to operationalize into a management system for implementation. It would be impossible to judge the value of information or knowledge perceived or created, if intention didn’t exist.
2. Autonomy
Curiosity - Liberty
At the individual level, all members of an organization should be allowed to act autonomously as far as circumstances permit. By inviting their members to act autonomously, the organization may increase the chance of observing unexpected opportunities. Autonomy is also fundamental in order to motivate.
3. Fluctuation and Creative Chaos
Courage - Flow
Fluctuation means that individuals feel free to challenge the organization and propose changes, modifications, improvements or innovation. It’s the opposite of status quo. Chaos is generated naturally when the organization faces a real crisis, such as a rapid decline of performance due to changes in market needs or significant growth of competitors. It can also be generated intentionally when the organization’s leaders try to evoke a “sense of crisis”.
4. Redundancy
Evolutionary - Dialogue
Redundancy is the existence of information that goes beyond the immediate operational requirements of organizational members. In a sense it means that the organization tolerate a certain waste of resources (information communicated to members that apparently do not need it) because it’s in fact an investment (thanks to that redundancy we buy an opportunity to create knowledge and eventually innovation). Redundancy of information brings about “learning by intrusion” into each individual’s sphere of perception.
5. Requisite Variety
Diversity - Open-mindness - Team Spirit
The more complex is the problem you try to solve, the more variety you’ll need in your team. Variety can be enhanced by combining information differently, flexibly and quickly, and by providing equal access to information throughout the organization.
This entire review has been hidden because of spoilers.
September 24, 2017
TYPES OF KNOWLEDGE
Explicit knowledge = theory, can be written down and expressed with words. Objective. Type of knowledge teached in the standard scholar education, with the use of text books, dictation and a notebook. Ex. a mathematical theorem
Tacit knowledge = experience and feelings, hard to explain and transmit. Subjective. Type of knowledge l based on doing, losing the fear to the sensation of not being able, inexistence recipe to sucess at the first time. Based on the descovering personal skills that once learned are hard to forget, you may lose practice but not the basic knowledge of how to do it. Ex. the first year of life like talk or walk, and also senses like fire is hot or lime is acid.
Though is diferent for eveyone tacit knowledge exists to have explicit knowledge. Ex. to be able to explain a concept (explicit knowledege) first you need to learn how to talk and articulate words verbaly (tacit knowledge). This is because explicit knowledege was created by humans and can be only learned by them, therefore tacit knowledge gets more interiorized because is the one that uses more than just the brain. Everything that can be learned by an animal is based on tacit knowledge, and all that can’t be learned by a person with diferent capabilities than you too. Ex1. Find food is something done by all living beings in differnet ways (through chlorophyll, collecting fruit, bitting to suck blood, etc.) but with the same end, to get noutrish. Ex2. Reading, we use graphic strokes that can be drawn called letters and each of them have a sound related, but a blind will pronounce the same you will but when insead of looking at the graphic stroke will touch a dotted figure that is equivalent to ours, and a mute will look at those graphs and understand the same you do but when to pronunce they will express the words with gestures, all will get the same words and content (explicit knowledge) but each of us will arrive to it in diferent ways depending on our needs and abilities.
MODES OF KNOWLEDGE CONVERSION
1. Tacit to Tacit (socialization/contagion)
This process produces “sympathized knowledge”. Socialization is a process of sharing experiences through observation, imitation, and practice.
2. Tacit to Explicit (externalization/conceptulization)
This process produces “conceptual knowledge”. Externalization takes the shapes of metaphors, analogies, concepts, hypotheses, or models.
3. Explicit to Explicit (combination)
This process produces “systemic knowledge”. Combination is a process of individuals exchanging knowledge through documents, presentations, and meetings. Reconfiguration of existing information through sorting, adding, combining and categorizing of explicit knowledge can lead to new knowledge.
4. Explicit to Tacit (internalization/experimentation)
This process produces “operational knowledge”. Internalization is based on ‘LEARNING BY DOING’, and can occur without having to “re-experience” other people’s experiences. (Nonaka, 2008)
Ex. Process for the realization of the workshop: First, Nonaka and Takeuchi reflected about knowledege and how it was created (socialization), then got together and exchange their thoughts (externalization) to get to a meeting point, and they wrote the book with all the concepts (combination), after all Virginia read the book and imparted the workshop (combination), in groups we found real examples of the different concepts (combination and intrenalization).
5 CONDITIONS REQUIRED TO PROMOTE THE KNOWLEDGE SPIRAL
1. Intention
Vision - Objective
The intention is an organization’s aspiration to its goals. Efforts to achieve an intention usually take the form of a strategy. The most critical element of a corporate strategy is to conceptualize a vision about what kind of knowledge should be developed and to operationalize into a management system for implementation. It would be impossible to judge the value of information or knowledge perceived or created, if intention didn’t exist.
2. Autonomy
Curiosity - Liberty
At the individual level, all members of an organization should be allowed to act autonomously as far as circumstances permit. By inviting their members to act autonomously, the organization may increase the chance of observing unexpected opportunities. Autonomy is also fundamental in order to motivate.
3. Fluctuation and Creative Chaos
Courage - Flow
Fluctuation means that individuals feel free to challenge the organization and propose changes, modifications, improvements or innovation. It’s the opposite of status quo. Chaos is generated naturally when the organization faces a real crisis, such as a rapid decline of performance due to changes in market needs or significant growth of competitors. It can also be generated intentionally when the organization’s leaders try to evoke a “sense of crisis”.
4. Redundancy
Evolutionary - Dialogue
Redundancy is the existence of information that goes beyond the immediate operational requirements of organizational members. In a sense it means that the organization tolerate a certain waste of resources (information communicated to members that apparently do not need it) because it’s in fact an investment (thanks to that redundancy we buy an opportunity to create knowledge and eventually innovation). Redundancy of information brings about “learning by intrusion” into each individual’s sphere of perception.
5. Requisite Variety
Diversity - Open-mindness - Team Spirit
The more complex is the problem you try to solve, the more variety you’ll need in your team. Variety can be enhanced by combining information differently, flexibly and quickly, and by providing equal access to information throughout the organization.
Explicit knowledge = theory, can be written down and expressed with words. Objective. Type of knowledge teached in the standard scholar education, with the use of text books, dictation and a notebook. Ex. a mathematical theorem
Tacit knowledge = experience and feelings, hard to explain and transmit. Subjective. Type of knowledge l based on doing, losing the fear to the sensation of not being able, inexistence recipe to sucess at the first time. Based on the descovering personal skills that once learned are hard to forget, you may lose practice but not the basic knowledge of how to do it. Ex. the first year of life like talk or walk, and also senses like fire is hot or lime is acid.
Though is diferent for eveyone tacit knowledge exists to have explicit knowledge. Ex. to be able to explain a concept (explicit knowledege) first you need to learn how to talk and articulate words verbaly (tacit knowledge). This is because explicit knowledege was created by humans and can be only learned by them, therefore tacit knowledge gets more interiorized because is the one that uses more than just the brain. Everything that can be learned by an animal is based on tacit knowledge, and all that can’t be learned by a person with diferent capabilities than you too. Ex1. Find food is something done by all living beings in differnet ways (through chlorophyll, collecting fruit, bitting to suck blood, etc.) but with the same end, to get noutrish. Ex2. Reading, we use graphic strokes that can be drawn called letters and each of them have a sound related, but a blind will pronounce the same you will but when insead of looking at the graphic stroke will touch a dotted figure that is equivalent to ours, and a mute will look at those graphs and understand the same you do but when to pronunce they will express the words with gestures, all will get the same words and content (explicit knowledge) but each of us will arrive to it in diferent ways depending on our needs and abilities.
MODES OF KNOWLEDGE CONVERSION
1. Tacit to Tacit (socialization/contagion)
This process produces “sympathized knowledge”. Socialization is a process of sharing experiences through observation, imitation, and practice.
2. Tacit to Explicit (externalization/conceptulization)
This process produces “conceptual knowledge”. Externalization takes the shapes of metaphors, analogies, concepts, hypotheses, or models.
3. Explicit to Explicit (combination)
This process produces “systemic knowledge”. Combination is a process of individuals exchanging knowledge through documents, presentations, and meetings. Reconfiguration of existing information through sorting, adding, combining and categorizing of explicit knowledge can lead to new knowledge.
4. Explicit to Tacit (internalization/experimentation)
This process produces “operational knowledge”. Internalization is based on ‘LEARNING BY DOING’, and can occur without having to “re-experience” other people’s experiences. (Nonaka, 2008)
Ex. Process for the realization of the workshop: First, Nonaka and Takeuchi reflected about knowledege and how it was created (socialization), then got together and exchange their thoughts (externalization) to get to a meeting point, and they wrote the book with all the concepts (combination), after all Virginia read the book and imparted the workshop (combination), in groups we found real examples of the different concepts (combination and intrenalization).
5 CONDITIONS REQUIRED TO PROMOTE THE KNOWLEDGE SPIRAL
1. Intention
Vision - Objective
The intention is an organization’s aspiration to its goals. Efforts to achieve an intention usually take the form of a strategy. The most critical element of a corporate strategy is to conceptualize a vision about what kind of knowledge should be developed and to operationalize into a management system for implementation. It would be impossible to judge the value of information or knowledge perceived or created, if intention didn’t exist.
2. Autonomy
Curiosity - Liberty
At the individual level, all members of an organization should be allowed to act autonomously as far as circumstances permit. By inviting their members to act autonomously, the organization may increase the chance of observing unexpected opportunities. Autonomy is also fundamental in order to motivate.
3. Fluctuation and Creative Chaos
Courage - Flow
Fluctuation means that individuals feel free to challenge the organization and propose changes, modifications, improvements or innovation. It’s the opposite of status quo. Chaos is generated naturally when the organization faces a real crisis, such as a rapid decline of performance due to changes in market needs or significant growth of competitors. It can also be generated intentionally when the organization’s leaders try to evoke a “sense of crisis”.
4. Redundancy
Evolutionary - Dialogue
Redundancy is the existence of information that goes beyond the immediate operational requirements of organizational members. In a sense it means that the organization tolerate a certain waste of resources (information communicated to members that apparently do not need it) because it’s in fact an investment (thanks to that redundancy we buy an opportunity to create knowledge and eventually innovation). Redundancy of information brings about “learning by intrusion” into each individual’s sphere of perception.
5. Requisite Variety
Diversity - Open-mindness - Team Spirit
The more complex is the problem you try to solve, the more variety you’ll need in your team. Variety can be enhanced by combining information differently, flexibly and quickly, and by providing equal access to information throughout the organization.
This entire review has been hidden because of spoilers.
August 1, 2017
There is a lot of good information in here, repeated a few times for emphasis. I'm not sure how strong the correlation is between organisation design and the four modes of knowledge conversion - I suspect there are some key organisational elements such as setting intention etc, but after those items are satisfied I suspect the exact shape of the organisation matters less.
May 23, 2023
Tacit knowledge why it's very hard to explain to show how how to ride a bike you have to show them with trial and error and why swimming is so hard to teach but seems natural once you figure things out.
I really love the concept of tacit and implicit knowledge. This book follows a few Japanese companies and some us companies around knowledge journeys.
I really love the concept of tacit and implicit knowledge. This book follows a few Japanese companies and some us companies around knowledge journeys.
July 6, 2019
It is more like a 300 page research article ..where i was expecting something on the lines of say "a machine that changed the world".. It is repetitive.. use of the examples are confusing....flipped through pages...was difficult to read cover to cover...2 stars for the nice quotes in the book
Read
May 25, 2022After reading this book, I know what/how/why Agile s/w development methodologies are really about. I highly recommend to everyone who is working related to Agile s/w development. Especially, Scrum Master, Agile Coach or any role that related.
August 12, 2017
Now I better appreciate why having a wiki together with other knowledge accumulation tools and methods is one of important factors of growing a succesful team or company.
August 11, 2018
well referenced and good source of future study
January 19, 2022
Kaixo! I share with you an essay of this book: https://docs.google.com/document/d/1v...
AURRERA!
AURRERA!
May 14, 2023
I simply love reading this book every few years!
July 13, 2008
Ngomongin tacit dan explicit knowledge susah dilepaskan dari nama Nonakadan Takeuchi. Dari kedua konsepsi itu ia mengembankan matriks SECI (Socialization, Externalization, Internalization, Combination) yang menjelaskan alih pengetahuan dari kedua jenis pengetahuan itu. Dari skema itu terjadilah spiral pengetahuan yang menjadikan setiap pengetahuan untuk direkam/dicatat dengan baik.
Buat saya pribadi ketika membaca skema Nonana dan Takeuchi saya cuma terkesan bahwa dengan siapapun kita berhadapan sesungguhnya kita berhadapan dengan seunggukan pengetahuan yang tersimpan dalam dua jenis pengetahuan itu. Bagaimana kita menyerapnya itu dapat kita menjadi resep bagus dari konsep dan skema itu.
Buat saya pribadi ketika membaca skema Nonana dan Takeuchi saya cuma terkesan bahwa dengan siapapun kita berhadapan sesungguhnya kita berhadapan dengan seunggukan pengetahuan yang tersimpan dalam dua jenis pengetahuan itu. Bagaimana kita menyerapnya itu dapat kita menjadi resep bagus dari konsep dan skema itu.
July 30, 2012
Ikujiro Nonaka reminds us that there are two kinds of knowledge, tacit and explicit. Tacit knowledge is subjective point of view, believes or personal insights about things that are usually hard to be expressed explicitly. And in order to create knowledge in a whole, we cannot take this kind of knowledge for granted. Combining tacit and explicit knowledge can be a very powerful source of innovation one can achieve.
March 17, 2014
En lo personal este tipo de libros no los leo al menos que sea para un trabajo, y eso paso con este. Sin embargo me atrevo a recomendarlo porque habla de los "futuros" modelos de empresa inspirados por la cultura japonesa. Digo futuros porque resulta ser el modelo actual de trabajo, vale mucho la pena por el simple hecho de saber porque las cosas se están haciendo diferente y porque funcionan, sobre todo para aquellos que les gusta eso de la dirección y el managment.
March 4, 2018
Must read for Organizational Learning
This article represents a foundational piece within the literature on organizational learning. It explores the relationship between tacit and explicit knowledge and the role of managers in the process. A bit dated as of now (2018) but still serves to hold key incites.
Just as an fyi, this is an article in book form and is theoretical in nature.
This article represents a foundational piece within the literature on organizational learning. It explores the relationship between tacit and explicit knowledge and the role of managers in the process. A bit dated as of now (2018) but still serves to hold key incites.
Just as an fyi, this is an article in book form and is theoretical in nature.
March 1, 2015
Is a worthwhile paradigm in making company processes more efficient through documenting them and creating standardised approaches. Implementation is far from easy however, and I don't think it can be applied universally to all companies or environments.
December 10, 2007
I really want to have this book. But, I dont have enough money to buy. Hiks..
The best choice is by reading from the library. hehe..
The best choice is by reading from the library. hehe..
Want to read
February 21, 2015.
November 24, 2015
Marvelous. I was internally complaining about paying $9 for 65 tiny pages, but this is worth every penny. I've highlighted and marked up essentially the entire text and all the margins.
January 30, 2016
Classical book on knowledge creation
Displaying 1 - 30 of 35 reviews