摘要
The paper starts from a discussion of the concepts of knowledge management versus technology management, and the emergence of knowledge sciences. This is followed be a summary of recent results in the theory of knowledge creation. Most of them concern diverse spirals of creative interplay between rational （explicit） and intuitive or emotional （tacit） aspects of knowledge. Some of them concentrate on organizational （market or purpose-oriented） knowledge creation, other describe academic （research-oriented） knowledge creation. The problem addressed in this paper is how to integrate diverse spirals of knowledge creation into a prescriptive or exemplar model that would help to overcome the differences between organizational （market-oriented） and normal academic knowledge creation. As such prescriptive approach, the JAIST Nanatsudaki Model of knowledge creation is proposed. It consists of seven spirals, known from other studies, but integrated in a sequence resulting from the experience of authors in practical management of research activities. Not all of these spirals have to be fully utilized, depending on a particular application, but all of them relate to some essential aspects of either academic or organizational knowledge creation. The paper presents Nanatsudaki Model in detail with comments on consecutive spirals. The results of a survey of opinions about creativity conditions at JAIST indicate the importance of many spirals constituting the Nanatsudaki Model. Directions of further testing the Nanatsudaki Model are indicated.
The paper starts from a discussion of the concepts of knowledge management versus technology management, and the emergence of knowledge sciences. This is followed be a summary of recent results in the theory of knowledge creation. Most of them concern diverse spirals of creative interplay between rational （explicit） and intuitive or emotional （tacit） aspects of knowledge. Some of them concentrate on organizational （market or purpose-oriented） knowledge creation, other describe academic （research-oriented） knowledge creation. The problem addressed in this paper is how to integrate diverse spirals of knowledge creation into a prescriptive or exemplar model that would help to overcome the differences between organizational （market-oriented） and normal academic knowledge creation. As such prescriptive approach, the JAIST Nanatsudaki Model of knowledge creation is proposed. It consists of seven spirals, known from other studies, but integrated in a sequence resulting from the experience of authors in practical management of research activities. Not all of these spirals have to be fully utilized, depending on a particular application, but all of them relate to some essential aspects of either academic or organizational knowledge creation. The paper presents Nanatsudaki Model in detail with comments on consecutive spirals. The results of a survey of opinions about creativity conditions at JAIST indicate the importance of many spirals constituting the Nanatsudaki Model. Directions of further testing the Nanatsudaki Model are indicated.
