Role of the spiral model of development and knowledge in modern management strategies

The article reveals the content of one of the components of knowledge management – knowledge generation in an organization. An attempt is being made to identify the mechanism of this generation and to reveal the potential for its effectiveness. It is shown that knowledge for an organization has the status of a special resource: it has its own dynamics of emergence and requires specific management actions. The experience of Japanese companies is used in applying a four-phase spiral model of new knowledge formation in an organization, when knowledge is translated into real technologies and products. Creating new knowledge literally means “reshaping the company and each of its employee in a continuous process of personal and organizational selfrenewal”. The study presents the “ba” platform, which is interpreted as a system in which knowledge is activated as a creative resource and as a context in which interaction between explicit and tacit knowledge develops in a spiral. A SECI model is proposed. It describes such methods of knowledge transformation. By addressing organized processes such as knowledge creation and exchange, the mechanisms that ensure the transfer of knowledge in organizations are analyzed. It is concluded that knowledge transfer is a kind of key to a rare opportunity to understand what the prerequisites for a company competitive advantages are. A mechanism for resolving this paradoxical situation can only be formed by managers representing the creative class.