This study—to our knowledge the first to model the dynamics of knowledge creation in an engineering problem solving context—addresses a gap in the literature by illustrating “engineering epistemology,” nurtured by “ba,” as a critical knowledge asset that facilitates superior problem resolution. Rich narratives generated by phenomenological interviews with US product engineers were interpreted using Nonaka and Takeuchi''s knowledge-creation model and Weick''s three-stage enacted sensemaking perspective. Our data demonstrate stark differences between successful and less successful product-related problem-solving efforts by engineers. Successful cases moved with rigor through five sequential phases of investigation culminating in system changes and successful sensemaking with cognitive convergence of diverse stakeholders. Our study highlights the social aspects of engineering problem solving that firms can optimize for effective problem resolution and higher organizational learning.
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