Knowledge Management (KM) seems to have become a ubiquitous phenomenon both in
the academic and in the corporate world. In fact, it has turned into one of the most
prominent and widely discussed management concepts of the post-modern era.
Publications on KM are legion, and business practitioners do not fail to stress its
importance for the competitiveness of their corporations. Emerging from Japan, Ikujiro
Nonaka’s publications and his theory of knowledge creation (e.g., Nonaka, 1994; Nonaka
and Takeuchi, 1995) have drawn the attention to Japanese firms as knowledge-creating
companies, a feature that supposedly has helped them to create the dynamics of
Knowledge Management (KM) seems to have become a ubiquitous phenomenon both inthe academic and in the corporate world. In fact, it has turned into one of the mostprominent and widely discussed management concepts of the post-modern era.Publications on KM are legion, and business practitioners do not fail to stress itsimportance for the competitiveness of their corporations. Emerging from Japan, IkujiroNonaka’s publications and his theory of knowledge creation (e.g., Nonaka, 1994; Nonakaand Takeuchi, 1995) have drawn the attention to Japanese firms as knowledge-creatingcompanies, a feature that supposedly has helped them to create the dynamics of
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