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© ba concept i-km
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http://www.lesechos.fr/formations/management/articles/article_1_6.htm Frédéric CREPLET Le concept de « ba »- une nouvelle voie dans ... La connaissance tacite fait elle la (vraie) force des entreprises ... STRUCTURE ET SYSTEME D'INFORMATION - QUELS ROLES DANS LES ... Rôle des nouvelles technologies au sein d'un réseau informel d ...
http://citeseer.nj.nec.com/context/1190718/0 citations: building a foundation for knowledge creation - nonaka, konno (researchindex) ba concept (15) that has guided us in some of our decisions concerning the architecture. ba may be considered as a framework for managing and creating knowledge. quoting (15) ba can be thought of as a shared space for emerging relationships. ba provides a platform for advancing individual and or .... ....requiring too much effort. before going into the details of the requirements for the architecture, we briefly introduce the concept of ba (15) that has guided us in some of our decisions concerning the architecture. ba may be considered as a framework for managing and creating knowledge. quoting (15), ba can be thought of as a shared space for emerging relationships. ba provides a platform for advancing individual and or collective knowledge. crucial improving accessing disseminating using effectively combining creating identifying locating http://www.edpsciences-usa.org/articles/ejess/abs/2000/04/creplet/creplet.html the concept of "ba'': a new path in the study of knowledge in firms ba concept the concept of "ba'': a new path in the study of knowledge in firms european journal of economic and social systems 14 n 4 (2000) pp. 365-379 the concept of "ba'': a new path in the study of knowledge in firms frederic creplet beta-louis pasteur university, 61, avenue de la foret noire, 67070 strasbourg, cedex 07, france abstract: in this article we present a relatively novel concept: the "ba''. this concept was put forward by two authors, nonaka and konno (1998), who showed that the "ba'' - a form of interaction "place'' - was a foundation for the creation of knowledge in an organisation. we believe that this space plays a decisive role in the study and description of knowledge management in firms and that it can be used in many fields of research. because it is a multi-organisational, multi-purpose, etc. concept, its contribution is http://www.hud.ac.uk/u_grad03/courses/022.htm business computing courses ba(hons)/bsc(hons) ba concept business computing courses ba(hons)/bsc(hons) business computing courses ba(hons)/bsc(hons) business computing courses ba(hons)/bsc(hons) ucas code introduction and course aims computing in business, ba(hons) g423 ba/cinb computing and business analysis, bsc(hons) gn41 bsc/cba business computing, bsc(hons) with: software development g4g6 bsc/bcsd artificial intelligence g4g7 bsc/bcai computing science g402 bsc/bccs http://www.itmatters.com.ph/column/talisayon_10222001.html i.t. matters ba concept one, the transition from private to group ownership of an idea is difficult without a sharing and trusting culture. for another, the prevailing notion that knowledge is what you get from books and classrooms can hinder appreciation of the subtleties of codifying what is tacit and invisible. among some japanese firms, capturing what is essentially invisible is facilitated by creating an enabling context. this context is called ba, which means "place" or "space" in japanese. ba can be a combination of physical, ideational, virtual and organizational space or context for human interaction. according to von krogh, ichijo and nonaka, ba is a space where trust and caring encourage sharing and creation of knowledge within a team or organization. an example of ba is how maekwa manufacturing company senses customer needs as input for new product http://choo.fis.utoronto.ca/fis/respub/ccq/default.html working knowledge (davenport and prusak 1998) ba concept work tasks andinterests, who can see the benefit of sharing knowledge, and who share norms oftrust and reciprocity. in a related vein, nonaka and takeuchi introduce theidea of òbaó as a shared space (physical, mental or virtual) where knowledgeconversion and creation can unfold. although òbaó appears similar to acommunity of practice, nonaka, toyama and boysiere (2001) underline somedifferences: ba is a place where new knowledge is created; participation in aba is fluid and ad-hoc; participants relate to a ba but do not belong asmembers. masculinity versus femininity refers to the distribution of roles between thegenders. masculinity refers to societies in which social gender roles areclearly distinct, i.e. men are supposed to be assertive, tough, and focused onmaterial success whereas women are supposed to be more modest, http://tonic.acs.unt.edu/omlit/von_krogh_et_al_2000.htm enabling knowledge creation: how to unlock the mystery of tacit knowledge and release the power of innovation ba concept figure 7.1 p.156) ø create theright context – chap.8 § knowledge in organizations takes on many guises: it ispartly tacit, individual as well as social; it must be nurtured and stimulated,as well as justified and effectively distributed. throughout enabling knowledge creation, we have emphasizedthat new knowledge creation begins with individual tacit knowledge, which isoften difficult to communicate to others. p.176 § ba (refers to the right context) isessentially a shared space that serves as a foundation for knowledge creation,one that is often defined by a network of interactions § … the concept of ba unifies the physical spaces, virtual spaces, and mental spacesinvolved in knowledge creation § … the variousknowledge-creation contexts that inevitably overlap in a diverse organization …can be connected to form an http://choo.fis.utoronto.ca/oup/umemoto.abs.html chapter abstract ba concept theory and practice in japan katsuhiro umemoto graduate school of knowledge science,br>japan advanced institute of science and technology abstract as of 2000, nonaka's theory of organizational knowledge creation consists of four major elements: (1) the seci model, the process of creating new knowledge through interaction and conversion between tacit and explicit knowledge (see chapter by nonaka); (2) ba or a shared context for knowledge creation; (3) knowledge assets as inputs and outputs of the knowledge-creating process; and (4) knowledge leadership that provides enabling conditions conducive to the process. these four elements interact with each other in "management by creating new knowledge continuously." because no single company can represent the all aspects of nonaka's theory, we present mini-cases that are practicing http://choo.fis.utoronto.ca/oup/preface.html strategic management of intellectual capital & organizational knowledge: preface ba concept individuals create knowledge. organizations create knowledge by converting tacit knowledge into explicit knowledge. at the core of the framework is the interaction between tacit and explicit knowledge through a continuously expanding cycle of processes that involve socialization, externalization, combination, and internalization of the organization's knowledge. subsequent extensions to the model include the concept of "ba" or a shared context for knowledge creation; a taxonomy for classifying a firm's knowledge assets into experiential, conceptual, systemic, and routine knowledge categories; and the role of knowledge leadership in establishing conditions conducive to knowledge creation. the knowledge creation model provides the intellectual scaffolding for a growing number of empirical and theoretical studies in strategic
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