Knowledge creation context (BA)

The process of knowledge creation is an event tied to a certain context in terms of who participates and how they participate. Knowledge needs a physical context to enable the creation of knowledge. Nonaka et al. call this kind of context “Ba”. They define Ba as a shared context where knowledge is shared, created and utilized. From the viewpoint of knowledge creation it is important to generate and regenerate Ba. Ba provides energy, quality and a place for the conversations of individuals. This way it offers an opportunity to move along the knowledge spiral. The creation of knowledge cannot be free from context.

Social, cultural and historical contexts are important, as they provide the basis for interpreting information to create meanings. Thus, Ba is the place where information is interpreted to enable it to become knowledge. (Nonaka et al.

2001b, p. 22)

Ba does not necessarily mean a physical space. Ba combines physical space (e.g. office space), virtual space (e.g. e-mail) and mental space (e.g. shared beliefs). Interaction is an important concept in the understanding of Ba. Nonaka et al. have noted that some of the research on knowledge creation concentrates mainly on individuals. The research is based on the assumption that individuals are the primary force of knowledge creation. However, knowledge creation is a dynamic process close to human beings that transcends existing boundaries.

Knowledge is created in interaction among individuals or between individuals and their environment, rather than alone. Ba is the context shared by all those who interact with each other. The participants are committed to Ba through action and interaction. Thus, the participants cannot be mere onlookers.

(Nonaka et al. 2001b, p. 22)

According to Nonaka et al., Ba is complex and constantly changing. At the same time, it sets boundary for interactions among individuals. However, this boundary remains open. Participants may come and go with their own contexts, and the shared context can change all the time. As a consequence of the shared context provided by Ba, binding conditions are set by Ba on how participants view the world. In spite of this, Ba offers to participants viewpoints that are wider than their own. Ba gives participants an opportunity to share time and space. This is especially important in the socialization and externalization modes of knowledge creation. From the viewpoint of shared context and common language, physical interaction is important. Ba can be a mental, virtual or physical place, and so it does not need to be bound to a specific time or space. Ba is changing constantly. It is created, it functions and it disappears, according to need. (Nonaka et al. 2001b, pp. 22-24) According to Nonaka and Konno (1998), Ba can be divided into four types: originating, dialoguing, systemising and exercising Ba. These four types are presented in Figure 19.

Figure 19. Four types of Ba (adapted from Nonaka & Konno 1998, p. 46).

Originating Ba is characterized by individual and face-to-face interaction.

Individuals share their experiences, feelings, emotions and mental models.

These face-to-face interactions involve taking account of psycho-emotional reactions, such as ease or discomfort. These are important elements in the sharing of tacit knowledge. Originating Ba offers a place where an individual transcends the boundary between self and others. Originating Ba enables manifestations of care, love, trust and commitment, which function among individuals as the basis for knowledge conversion. (Nonaka et al. 2001b, pp. 24-25) According to Nonaka and Konno (1998, p. 46), originating Ba is the place where the knowledge-creating process starts. It corresponds to the mode of socialization.

Dialoguing Ba is characterized by collective face-to-face interaction. According to Nonaka et al., this type of Ba is primarily a context for externalization and it is also a place where individuals can share mental models and skills. Concepts are born out of this sharing. Individuals articulate and share tacit knowledge through dialogues amongst participants. Dialoguing Ba is constructed more consciously than originating Ba. In relation to dialoguing Ba, the key to managing knowledge creation is the selection of individuals who possess specific knowledge and capability. (Nonaka et al. 2001b, p. 25)

Systemising Ba is characterized by collective and virtual interaction.

Systemising Ba is primarily a context for the combination of existing explicit

knowledge. This kind of knowledge is easy to transmit in written form to a large number of people. According to Nonaka et al., information technology such as on-line networks, groupware, documentation and databanks can offer a virtual collaborative environment for systemising Ba. Organizations can use electronic mailing lists and news groups to exchange necessary information or to answer questions. This improves the efficiency of collecting and disseminating knowledge and information. (Nonaka et al. 2001b, p. 25) This type of Ba corresponds to the mode of combination, where new knowledge in explicit form is combined with existing information and knowledge. As a consequence, new knowledge is created and organized throughout the organization. (Nonaka &

Konno 1998, p. 47)

Exercising Ba is characterized by both individual and virtual interaction.

According to Nonaka et al., this type of Ba offers primarily a context for internalization. Exercising Ba embodies the explicit knowledge communicated through virtual media, such as written manuals or simulation programs.

Exercising Ba synthesizes reflections that come through action, while dialoguing Ba achieves this through thought. (Nonaka et al. 2001b, p. 26)

Nonaka et al. state that when management builds Ba purposefully, the right kinds of people must be selected to further mutual interaction. Managers must also find and utilize spontaneously generated Ba, which can change or disappear quickly. Managers must also be aware of how members of the organization interact with each other and with the outside environment. This way, naturally generated Ba can be utilized rapidly and purposefully generated Ba can be built more efficiently. In relation to Ba, management must pay special attention to autonomy, creative chaos, redundancy and requisite variety as well as care, trust, love and commitment. These factors support the formation of Ba that gives energy and quality to socialization, externalization, combination and internalization. (Nonaka et al. 2001b, p. 34)