Author
Fillol, Charlotte
Barbier, Jean-Yves
Type
Communication / Conférence
Abstract (EN)
How should we understand knowledge creation in organizations ? A wide body of empirical and theoretical research aims to
identify different types of conversion processes framed by organizations. Stressing the discontinuity of knowledge, the paper
argues that conversion processes face tacit traps that do not always allow externalisation. Because of different types of tacit
knowledge, related to the way organizations deals with ignorance and to the various nature of complexity emerging from the
simple presence of humans inside organized systems, knowledge creation should not be understood as a single spiral
conversion but rather as a double helix, referring to the biological DNA model. This double helix process allows the
recombination of basic elements, such as knowledge, relation, emotion and object, having specific valences embodied in
personal and contextual backgrounds. On the basis of these results, we discuss some implications for innovation and
actionable knowledge creation.