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Darron Passlow
Business Consultant, Australia
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Linking SECI Model to Innovation
I have some thoughts on how Knowledge Management and Innovation are linked... There are a number of models for implementing innovation. A simple model that I like involves 5 steps:
1. Idea Generation
2. Idea Selection
3. Idea Implementation
4. Idea Sustaining
5. Idea Diffusion
I can see a close link between this model (which is still to be proven?) to the SECI model for Knowledge Management.
If we look on innovation management as managing "ideas", there seems to be an even closer link.
If we combine item 1. and 2. above and call them "Socialisation", the rest fits well with the final 3 steps in the SECI model.
I'd welcome your reactions on my observations. This could be an interesting discussion...
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roznita
Manager, Malaysia
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SECI Model and Innovation Mgt
Yes.. Maybe your no. 2 is externalization? Normally the selection of ideas get documented somewhere. And the ideas could be further explored and combined…
Your no. 3, 4 and 5 are internalizing, I guess.
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Jaap de Jonge
Editor, Netherlands
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SECI Model and Innovation
Innovation is one major terrain that greatly benefits from creating knowledge and sharing knowledge as is modeled by the SECI Model.
That is why knowledge management is a key process and why SECI should be considered a key model for innovation, especially at the organizational level.
In innovation attempts by a single individual they are both less useful.
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Jaap de Jonge
Editor, Netherlands
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Use of the SECI Model in Innovation
Of course the SECI model (Socialization, Externalization, Combination, and Internalization) by Nonaka and Takeuchi plays a crucial role in innovation by facilitating the transformation of tacit knowledge (personal, experience-based) into explicit knowledge (documented, shareable) and vice versa.
How SECI Drives Innovation
- Socialization (Tacit to Tacit)
Knowledge is shared through direct experiences, mentoring, and collaboration.
For example, employees engage in brainstorming sessions, workshops, or informal discussions to exchange new ideas. - Externalization(Tacit to Explicit)
Tacit knowledge is articulated into explicit concepts, often through storytelling, models, or frameworks.
For example, a skilled engineer documents best practices in a manual, making personal expertise accessible to others. - Combination (Explicit to Explicit)
Different explicit knowledge sources are integrated to create new knowledge.
For example, a company collects market research, competitor analysis, and customer feedback to develop a new product strategy. - Internalization (Explicit to Tacit)
Individuals absorb explicit knowledge through practice and experience, making it part of their skill set.
For example, employees undergo training on a new technology, eventually mastering it through hands-on application.
By cycling through the SECI model, organizations create a dynamic environment where ideas evolve into innovative solutions, fostering an—even sustainable—competitive advantage.
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