{"id":11447,"date":"2025-09-10T18:00:00","date_gmt":"2025-09-10T09:00:00","guid":{"rendered":"https:\/\/nkzw.jp\/igf\/2025\/09\/10\/en-mgmt-nigeria-igf-2025-nonaka-seci\/"},"modified":"2025-09-10T18:00:00","modified_gmt":"2025-09-10T09:00:00","slug":"en-mgmt-nigeria-igf-2025-nonaka-seci","status":"publish","type":"post","link":"https:\/\/nkzw.jp\/igf\/2025\/09\/10\/en-mgmt-nigeria-igf-2025-nonaka-seci\/","title":{"rendered":"Nonaka&#8217;s SECI Model Reading of Nigeria IGF 2025 Abuja \u2014 Tacit and explicit knowledge spiral"},"content":{"rendered":"<p><img decoding=\"async\" src=\"https:\/\/nkzw.jp\/wp-content\/uploads\/2026\/07\/en-mgmt-nigeria-igf-2025-nonaka-seci_thumbnail-1.svg\" alt=\"Thumbnail\"><\/p>\n<blockquote>\n<p>This essay applies the framework of <strong>Knowledge Management<\/strong> \u2014 most prominently associated with <strong>Ikujiro Nonaka &amp; Hirotaka Takeuchi<\/strong> \u2014 to analyze the Nigeria IGF 2025 Abuja conference from a management perspective. Target audience: executives, MBA students, management researchers, consultants, and policy analysts.<\/p>\n<\/blockquote>\n<h2>Executive Summary<\/h2>\n<p>The SECI model (Socialization, Externalization, Combination, Internalization) proposed by Nonaka and Takeuchi captures organizational knowledge-creation dynamics. Nigeria IGF is a rare &quot;ba&quot; where tacit knowledge spirally transforms into explicit and back into tacit.<\/p>\n<p>For firms operating in Nigeria and adjacent AI, \u30d5\u30a3\u30f3\u30c6\u30c3\u30af\u898f\u5236, \u82e5\u8005\u53c2\u753b domains, this essay maps how to incorporate the conference debate into strategic decision-making through the lens of <strong>Tacit and explicit knowledge spiral<\/strong>.<\/p>\n<p><img decoding=\"async\" src=\"https:\/\/nkzw.jp\/wp-content\/uploads\/2026\/07\/en-mgmt-nigeria-igf-2025-nonaka-seci_h1-1.svg\" alt=\"Framework\"><\/p>\n<h2>Knowledge creation process in international forums<\/h2>\n<p>Informal corridor conversations at Abuja (Socialization) become papers and policy documents (Externalization), get combined into national institutions (Combination), and are internalized on the ground. Participants from Nigeria should consciously act at each stage of this spiral.<\/p>\n<p>The theoretical framework of Ikujiro Nonaka &amp; Hirotaka Takeuchi provides a lens to read the 2025 debate not as mere &quot;industry trends&quot; but as a precursor of structural change. The fact that this is a national-level discussion has direct strategic implications for the geographic scope of the target market.<\/p>\n<h2>Ba theory and IGF<\/h2>\n<p>For practical application, we map the applicability of <strong>Tacit and explicit knowledge spiral<\/strong> to each topic at the conference.<\/p>\n<h3>1. Application to &quot;AI&quot;<\/h3>\n<p>The discussion on &quot;AI&quot; can be located, in Ikujiro Nonaka &amp; Hirotaka Takeuchi&#39;s framework, as a primary strategic variable.<\/p>\n<p>Concrete managerial implications include:<\/p>\n<ul>\n<li><strong>Implications for Nigeria&#39;s market<\/strong>: early identification of regulatory trends and preemptive business-model adjustment<\/li>\n<li><strong>Impact on competitive advantage<\/strong>: monitoring competitors&#39; moves and reviewing one&#39;s differentiation strategy<\/li>\n<li><strong>Investment decisions<\/strong>: allocation of R&amp;D investment and reconfiguration of the portfolio<\/li>\n<\/ul>\n<h3>2. Application to &quot;\u30d5\u30a3\u30f3\u30c6\u30c3\u30af\u898f\u5236&quot;<\/h3>\n<p>The discussion on &quot;\u30d5\u30a3\u30f3\u30c6\u30c3\u30af\u898f\u5236&quot; can be located, in Ikujiro Nonaka &amp; Hirotaka Takeuchi&#39;s framework, as an important constraint.<\/p>\n<p>Concrete managerial implications include:<\/p>\n<ul>\n<li><strong>Implications for Nigeria&#39;s market<\/strong>: early identification of regulatory trends and preemptive business-model adjustment<\/li>\n<li><strong>Impact on competitive advantage<\/strong>: monitoring competitors&#39; moves and reviewing one&#39;s differentiation strategy<\/li>\n<li><strong>Investment decisions<\/strong>: allocation of R&amp;D investment and reconfiguration of the portfolio<\/li>\n<\/ul>\n<h3>3. Application to &quot;\u82e5\u8005\u53c2\u753b&quot;<\/h3>\n<p>The discussion on &quot;\u82e5\u8005\u53c2\u753b&quot; can be located, in Ikujiro Nonaka &amp; Hirotaka Takeuchi&#39;s framework, as an auxiliary topic.<\/p>\n<p>Concrete managerial implications include:<\/p>\n<ul>\n<li><strong>Implications for Nigeria&#39;s market<\/strong>: early identification of regulatory trends and preemptive business-model adjustment<\/li>\n<li><strong>Impact on competitive advantage<\/strong>: monitoring competitors&#39; moves and reviewing one&#39;s differentiation strategy<\/li>\n<li><strong>Investment decisions<\/strong>: allocation of R&amp;D investment and reconfiguration of the portfolio<\/li>\n<\/ul>\n<h3>4. Application to &quot;\u56fd\u5185\u6cd5\u6574\u5099&quot;<\/h3>\n<p>The discussion on &quot;\u56fd\u5185\u6cd5\u6574\u5099&quot; can be located, in Ikujiro Nonaka &amp; Hirotaka Takeuchi&#39;s framework, as an auxiliary topic.<\/p>\n<p>Concrete managerial implications include:<\/p>\n<ul>\n<li><strong>Implications for Nigeria&#39;s market<\/strong>: early identification of regulatory trends and preemptive business-model adjustment<\/li>\n<li><strong>Impact on competitive advantage<\/strong>: monitoring competitors&#39; moves and reviewing one&#39;s differentiation strategy<\/li>\n<li><strong>Investment decisions<\/strong>: allocation of R&amp;D investment and reconfiguration of the portfolio<\/li>\n<\/ul>\n<h3>5. Application to &quot;\u653f\u5e9c\uff0b\u6c11\u9593\u5354\u50cd&quot;<\/h3>\n<p>The discussion on &quot;\u653f\u5e9c\uff0b\u6c11\u9593\u5354\u50cd&quot; can be located, in Ikujiro Nonaka &amp; Hirotaka Takeuchi&#39;s framework, as an auxiliary topic.<\/p>\n<p>Concrete managerial implications include:<\/p>\n<ul>\n<li><strong>Implications for Nigeria&#39;s market<\/strong>: early identification of regulatory trends and preemptive business-model adjustment<\/li>\n<li><strong>Impact on competitive advantage<\/strong>: monitoring competitors&#39; moves and reviewing one&#39;s differentiation strategy<\/li>\n<li><strong>Investment decisions<\/strong>: allocation of R&amp;D investment and reconfiguration of the portfolio<\/li>\n<\/ul>\n<p><img decoding=\"async\" src=\"https:\/\/nkzw.jp\/wp-content\/uploads\/2026\/07\/en-mgmt-nigeria-igf-2025-nonaka-seci_h2-1.svg\" alt=\"Strategy Map\"><\/p>\n<h2>Strategic Actions for Firms Operating in Nigeria<\/h2>\n<p>We translate the management analysis above into concrete actions for firms operating in Nigeria.<\/p>\n<h3>Short-term (within 6 months)<\/h3>\n<ol>\n<li><strong>Intelligence gathering<\/strong>: closely read the Nigeria IGF 2025 minutes and reports; share with the corporate strategy function<\/li>\n<li><strong>Stakeholder mapping<\/strong>: identify relevant regulators, industry associations, and civil society organizations<\/li>\n<li><strong>Risk assessment<\/strong>: quantify potential impacts of the regulatory directions under discussion<\/li>\n<\/ol>\n<h3>Medium-term (1\u20133 years)<\/h3>\n<ol>\n<li><strong>Capability building<\/strong>: close the capability gaps identified through the <strong>Tacit and explicit knowledge spiral<\/strong> framework<\/li>\n<li><strong>Alliance strategy<\/strong>: cultivate relationships with the international IGF community<\/li>\n<li><strong>Regulatory dialogue<\/strong>: shift from reactive compliance to proactive agenda-setting<\/li>\n<\/ol>\n<h3>Long-term (3\u201310 years)<\/h3>\n<ol>\n<li><strong>Business model reconstruction<\/strong>: structural transformation informed by Ikujiro Nonaka &amp; Hirotaka Takeuchi&#39;s framework<\/li>\n<li><strong>Contribution to international standard-setting<\/strong>: sustained participation in venues like Nigeria IGF<\/li>\n<li><strong>Norm formation from Nigeria<\/strong>: accumulation of soft power through distinctive contributions to international debate<\/li>\n<\/ol>\n<h2>ROI Analysis Perspective<\/h2>\n<p>In Ikujiro Nonaka &amp; Hirotaka Takeuchi&#39;s framework, ROI of investment in Nigeria IGF participation is evaluated not as a single-year financial metric but as multi-year option value. This aligns with the &quot;real options&quot; approach to decision-making under uncertainty.<\/p>\n<table>\n<thead>\n<tr>\n<th>Dimension<\/th>\n<th>Short-term ROI<\/th>\n<th>Long-term option value<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>Direct financial<\/td>\n<td>Limited<\/td>\n<td>Medium\u2013Large<\/td>\n<\/tr>\n<tr>\n<td>Network capital<\/td>\n<td>Medium<\/td>\n<td>Large<\/td>\n<\/tr>\n<tr>\n<td>Brand \/ legitimacy<\/td>\n<td>Medium<\/td>\n<td>Large<\/td>\n<\/tr>\n<tr>\n<td>Policy intelligence<\/td>\n<td>Large<\/td>\n<td>Medium\u2013Large<\/td>\n<\/tr>\n<tr>\n<td>Talent development<\/td>\n<td>Medium<\/td>\n<td>Large<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h2>Conclusion: A Question to Executives<\/h2>\n<p>Reading Nigeria IGF 2025 through the auxiliary line of Ikujiro Nonaka &amp; Hirotaka Takeuchi&#39;s framework, the conference emerges not as a mere international gathering but as a site of contemporary implementation of <strong>Tacit and explicit knowledge spiral<\/strong>. Executives in Nigeria face a strategic choice: passive observer or active participant.<\/p>\n<p>This essay argues that the latter choice is indispensable for building long-term competitive advantage. Ikujiro Nonaka &amp; Hirotaka Takeuchi&#39;s theoretical insight provides the intellectual foundation for that strategic choice.<\/p>\n<hr>\n<p><strong>Primary Sources<\/strong><\/p>\n<ul>\n<li>IGF Secretariat. Annual Reports of Nigeria IGF.<\/li>\n<li>Nigeria IGF 2025 Abuja Conference Materials.<\/li>\n<li>Nakazawa Yuki Blog. <a href=\"https:\/\/nkzw.jp\/category\/igf\/\">https:\/\/nkzw.jp\/category\/igf\/<\/a><\/li>\n<\/ul>\n<p><strong>Secondary Sources (Management)<\/strong><\/p>\n<ul>\n<li>Works of Ikujiro Nonaka &amp; Hirotaka Takeuchi (representative texts of Knowledge Management)<\/li>\n<\/ul>\n<hr>\n<p>*This piece belongs to the <strong>academic essays (management series)<\/strong>. Strategic proposals are illustrative applications of general analytical frameworks; specific business judgments require individual due diligence.*<\/p>\n<p><script type=\"application\/ld+json\">{\"@context\":\"https:\/\/schema.org\",\"@type\":\"ScholarlyArticle\",\"headline\":\"Nonaka's SECI Model Reading of Nigeria IGF 2025 Abuja \u2014 Tacit and explicit knowledge spiral\",\"inLanguage\":\"en\",\"author\":{\"@type\":\"Person\",\"name\":\"\u4e2d\u6fa4\u7950\u6a39\"},\"publisher\":{\"@type\":\"Person\",\"name\":\"Yuki Nakazawa\"},\"datePublished\":\"2025-12-31T00:00:00.000Z\",\"keywords\":\"academic, management, Knowledge Management, Ikujiro Nonaka & Hirotaka Takeuchi, Nigeria IGF, english, Nonaka, SECI, knowledge management, ba theory\",\"isAccessibleForFree\":true,\"about\":[{\"@type\":\"Person\",\"name\":\"Ikujiro Nonaka & Hirotaka Takeuchi\"},{\"@type\":\"Thing\",\"name\":\"Knowledge Management\"}]}<\/script><\/p>\n<h2>\u66f4\u65b0\u5c65\u6b74<\/h2>\n<p>\u7b2c1\u7a3f\u6295\u7a3f 2026\u5e747\u670815\u65e5 12\u664220\u5206\uff08\u8a18\u4e8b\u30b3\u30f3\u30c6\u30f3\u30c4\u30a2\u30c3\u30d7\uff09<\/p>\n<p><em>\u2014 \u4e2d\u6fa4\u7950\u6a39<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"<p>This essay applies the framework of Knowledge Management \u2014 most prominently associated with Ikujiro Nonaka &amp; Hirotaka Takeuchi \u2014 to analyze the Nigeria<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[16,3,7,65,11],"tags":[1040,1813,160,1811,1810,1097,467,1812,1809],"class_list":["post-11447","post","type-post","status-publish","format-standard","hentry","category-afigf","category-igf","category-management-inquiry","category-nigeria-igf","category-regional-igf","tag-academic","tag-ba-theory","tag-english","tag-ikujiro-nonaka-hirotaka-takeuchi","tag-knowledge-management","tag-management","tag-nigeria-igf","tag-nonaka","tag-seci"],"_links":{"self":[{"href":"https:\/\/nkzw.jp\/igf\/wp-json\/wp\/v2\/posts\/11447","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/nkzw.jp\/igf\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/nkzw.jp\/igf\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/nkzw.jp\/igf\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/nkzw.jp\/igf\/wp-json\/wp\/v2\/comments?post=11447"}],"version-history":[{"count":0,"href":"https:\/\/nkzw.jp\/igf\/wp-json\/wp\/v2\/posts\/11447\/revisions"}],"wp:attachment":[{"href":"https:\/\/nkzw.jp\/igf\/wp-json\/wp\/v2\/media?parent=11447"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/nkzw.jp\/igf\/wp-json\/wp\/v2\/categories?post=11447"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/nkzw.jp\/igf\/wp-json\/wp\/v2\/tags?post=11447"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}