Creation of new knowledge

This article considers knowledge management issues and knowledge creation. Knowledge management and value in the British Army are explored using Nonaka’s four modes and five-phase model. These are also used to review a model of the way that knowledge is created. The paper assumes that although individual officers and soldiers tend to develop new knowledge, the British Army as an entity plays a critical role in articulating and amplifying that knowledge. The theoretical frameworks are applied to different operational models for facilitating the dynamic creation of knowledge. Some desired outcomes are identified and recommendations are made for a plan of action. The paper concludes with some potential challenges and barriers to implementation and some reasons for them. How they may be avoided or overcome is the subject of ongoing work and has not been considered in this article.