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Beyond the ba: managing enabling contexts in knowledge organizations.

Ano de publicação: 2.010 Publicação:  Journal Of Knowledge Management, v. 14, n. 4, p. 592-610, 2010. Paginação:   Autores: ALVARENGA NETO, Rivadávia Correa Drummond de;  CHOO, Chun Wei. Tipo de Publicação: Artigo Autor Principal: Alvarenga Neto, Rivadávia Correa Drummond de Outros Autores: ALVARENGA NETO, Rivadávia Correa Drummond de;  CHOO, Chun Wei. Resumo: Purpose: Looking at the practical experience of organizations pursuing knowledge management, it is
found that their efforts are primarily focused on creating the conditions and the context that will enable
knowledge creation. This need for developing enabling conditions and contexts was identified more
than a decade ago when Nonaka and associates introduced the concept of ‘‘ba.’’ This paper aims to
map the development of the concept of ‘‘ba’’ in a number of disciplines in order to understand its
theoretical evolution and practical application.

Design/methodology/approach: A comprehensive search and evaluation of the literature resulted in
a database of 135 papers, four dissertations and four books. Using content analysis, citation analysis,
and concept mapping, four categories of research findings are identified that in turn suggest four
groups of conditions for enabling knowledge creation.

Findings: The paper discusses each of these conditions (the social/behavioral, cognitive/epistemic,
information systems/management, and strategy/structural), and introduces a framework that relates
these conditions to the type of knowledge process and the level of interaction that characterize a
knowledge management activity in the organization.

Originality/value: It is concluded that managing knowledge in organizations is fundamentally about
creating an environment in the organization that is conducive to and encourages knowledge creation,
sharing and use. Organizations interested in pursuing knowledge management and innovation may
wish to be guided by the enabling conditions presented here that have been discovered over ten years
of research. These conditions and the frameworks of which they are part can help managers to analyze,
discuss, and introduce specific combinations of enabling factors that are tailored according to the type
of knowledge process and level of interaction needed to address a particular knowledge problem or
vision.

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