[1] The paper refers to the ideas of a master's thesis presented in 2001 at Ibmec Business School, which was first used in this sense.
Most authors refer to the work of Nonaka and his co-authors, which remains the sole comprehensive view on organizational knowledge formation.
Some conceptualizations stress that the field must embrace the complexities of the two levels (individual and group), which co-exist though interactive processes.
[6] The environment provides regulative (rules) and normative (values and norms) dimensions that govern organizational life.
Managers can increase the effectiveness of knowledge conversions by stimulating these five sets of activities in the areas under their control.
The individual cognitive capacity of organizational members corresponds to their ability to process information efficiently and effectively to attain goals.
[8] This knowledge structure is a mental template that individuals impose on an information environment to give it form and meaning and to enable subsequent action.
[9] Transactional capacity is ability individuals have to absorb, codify and share information and explicit knowledge in order to meet organizational objectives.
For personal characteristics, Eric Berne's transactional analysis[11] in psychology studies three important dimensions: (1) learning; (2) rationality; and (3) emotions.
These tools and systems are broadly defined as any activity that, based on explicit (but not necessarily formalized) models, helps decision-making agents to obtain solutions to their problems given their preferences and the uncertainty of the environment.