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Darron Passlow
Business Consultant, Australia
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(How) Does the SECI Model Work in Western Cultures?
The SECI concept was developed (and works extremely well) for Japanese businesses (culture). I would be interested in how it is applied in Japan.
I believe it will not work well in western cultures that have a hierarchical approach to management (top down), where the boss "knows it all" and tells you what to do.
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razi efron, Israel
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Implementing SECI in Western Cultures Dear Mr. Passlow, you are right referring to "hierarchical top-down know it all cultures"
Highly supported by many consulting firms. However the current dynamic circumstances and their effects on the business results bring many companies to look for "top-down bottom-up" solutions where "our" SECI is based on a humanitarian approach.
The workers will cooperate and follow reasonable solutions once you find the right mixture of "stick & carrot".
We are currently developing a SECI-BA system for a hierarchical organization.
Next year I'll tell if it is manageable...
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Andy Wong
Student (MBA), Hong Kong
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Can the SECI Process Be Applied Across Different Cultures? I think the SECI process suits the eastern culture where people join together, like to a bath, to discuss through socialization and the rest of the process, externalization. And spiral again and again.
But I wonder if it suits other cultures, in particular the USA, where individualism is at the core.
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Darron Passlow
Business Consultant, Australia
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SECI Cases in Western Cultures @Razi Efron: You said you were about to try the SECI model in an hierarchical firm.
How did it go? Is there anything you can report yet.
I am still trying to find one example of where SECI is used outside Japan, I do have examples from colleagues of Nonaka San of its use in Japan. Regards.
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Memon
Teacher, United Kingdom
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Knowledge Management in Pakistani Banks Through SECI According to the findings of my study on the relationship between organisational culture and knowledge creation process based on SECI (Socialization, Externalization, Combination, and Internalization), both 'internally focused' and 'externally focused' organisational cultures positively support the knowledge creation process. My study focused on knowledge-intensive Pakistani banks.
The overall results showed that the organisational culture in banks affects the organisational knowledge creation process using the SECI model; that means a better presence of the knowledge creation process in the Pakistani banks.
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Jaap de Jonge
Editor, Netherlands
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SECI and Culture @Memon: Your research appears to be very relevant for this discussion. What do you mean with ‘internally focused’ and ‘externally focused’ organisational cultures? What other things did you find on the relationship between organizational culture and application of the SECI model in knowledge creation?
Did your research also consider cultural differences among countries in relation to SECI?
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Memon
Teacher, United Kingdom
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Knowledge Management in Pakistani Banks Through SECI - In terms of ‘INTERNALLY focused’ culture, the hypothesis testing results have improved our perspective of the knowledge creation process in the context of an organisation that has the ability to keep focusing on the internal integration of systems, structures, and processes through employee and customer satisfaction.
- However, in terms of ‘EXTERNALLY focused’ culture, the hypothesis testing results have improved our perspective of the knowledge creation process in the context of organisations that keep focusing on adapting and changing in response to the prevailing threats and opportunities. from their external environment.
This study aimed to imply the cultural influences on knowledge creation, but does not truly explore how the South Asian approach in terms of knowledge creation may be different. However, before examining the hypothesized relationship between organisational culture and knowledge creation processes, the separate CFA analysis provided the evidence of the latency of both constructs.
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Darron Passlow
Business Consultant, Australia
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Link Between Culture and SECI (Knowledge Capturing) @Memon: Please remember the SECI approach is primarily about knowledge capture (just part of KM).
Also I think you are making your analysis harder than it needs to be.
Start with the premise that unless the culture of an organisation is to value "Knowledge" then there will be no need to look for a link between Culture and Knowledge Capture (Management).
So 1st question is "do you value knowledge in your organisation?", then you can try to work out the relationship. If knowledge is NOT valued (and I mean by management and the organisation) there will be no efforts to capture and manage knowledge, so there will be no correlation (latent or otherwise).
You (as do I) need to get knowledge capture as a key cultural driver in an organisation, before we need to work out how it correlates with other cultural drivers (integrity, honesty, innovation, etc)
Good luck and keep innovating. Darron.
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Norman Dragt
Netherlands
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SECI is what All Humans Do I think Nonaka described how all human learning takes place. In organizations:
- SOCIALIZATION is something that happens within every organization, as humans are great learners using the signals their social surrounding give off to know how to behave. For an organization knowing how its socialization works would be a great way to onboard new employees, as you could tweak the socialization of a new employee according to what that employee needs to learn about the social norms and how the organizational culture runs.
- EXTERNALIZATION would be like getting a master at some task to talk about it with another employee, who needs to become a master at that task. It would be like the coach/coachee model or mentor/mentee system.
- COMBINATION is what you expect of every employee, but which often gets blocked because of distrust within a team or distrust between manager and team members. The distrust creates the need of team members to keep knowledge to themselves to stay valuable to the organization, but by doing so the organization is kept from learning and depends on individual members learning. One of the reasons you often see little learning on levels beyond the most basic positions and most learning by higher levels in an organization is often the result of external formal training.
- INTERNALIZATION is what happens when employees become masters at their tasks and do not need external supervision. However internalization has the danger that it blocks development, not only the development of the employee, but also the team or and the organization. As internalization often leads to the famous words: That is not how we do things around here. Which by the way is also a form of socialization.
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