This chapter attempts to critically revisit the concept of knowledge and its creation and develop a more comprehensive understanding on how knowledge emerges and is generated in organizational contexts. We draw upon the works of Nonaka and Takeuchi and their followers, as this approach is the most popular to date. The limits of the model are highlighted to help practitioners and scholars to engage with a more contemporary understanding of organizational knowledge creation. Other significant contributions that aid in strengthening our understanding of organizational knowledge and its creation are also presented.