Preface for the Third Edition - Read

224 B. Concepts and Theories
knowledge creation occurs in a rather isolated way and as they have no interest to
share their knowledge. Knowledge sharing is based on expected returns as the
members of the organization minimize the risk of sharing non-legitimate knowledge.
The opposite – a high level of care – leads to “bestowing” and “indwelling” –
individuals creating knowledge in a supportive environment with strong feedback
from other individuals which in turn are integrated into “real” teams. Sharing is an
accepted way of helping the team to grow.
Apart from a culture-oriented KM strategy focusing on improving care in an
organizational context, the level of care has to be considered when designing a KM
strategy. Additionally, care is thought of as a concept moderating the effects of a
KM strategy on the handling of knowledge. Nonaka and Konno suggest the concept
of Ba to enhance knowledge creation. They distinguish four types of Ba which
reflect the four stages of knowledge conversion (Nonaka/Konno 1998, 45ff):
originating Ba: This is the world where individuals share feelings, emotions,
experiences, and mental models. It supports socialization and thus the sharing of
tacit knowledge between individuals.
interacting Ba: Interacting Ba means selecting people with the right mix of specific
knowledge and capabilities for a project team, task force, cross-functional
team. The individuals’ mental models and skills are converted into common
terms and concepts through dialogue. Thus, interacting Ba reflects the externalization
phase and thus turning implicit into explicit knowledge.
cyber Ba: This type of Ba describes a virtual space of interaction, supported by
ICT systems such as KMS, tele-conferencing or group support systems. It targets
the combination phase, that is combining explicit with explicit knowledge.
exercising Ba: Focused training with senior mentors and colleagues should support
learning by continuous self-refinement. Thus, exercising Ba concentrates
on the internalization phase that turns explicit to implicit knowledge.
The concept of Ba in general strongly aims at enhancing care in organizations
and shows a way to operationalization for different settings of knowledge creation.
However, there are still considerable challenges ahead concerning the measurability
of such constructs and the effects of the application of organizational and especially
ICT instruments on the level of care or the amount of Ba in an organization.
From the perspective of the socio-cultural rules employed to guide the sharing
of knowledge in an organization four types of environments for knowledge sharing
can be distinguished (Geißler 1999, 56f):
1. Law-and-order model:
In the law-and-order model, power, rights and privileges determine the practice
of sharing knowledge. The power system in an organization standardizes the
distribution, sharing and handing-on of knowledge. There is a clear distinction
between those who are informed and those who are not. As the power system is
subject to organizational design, management prescribes the “ideal” form of the
organizational knowledge base in the law-and-order-model. Power is used to
enforce this ideal form.