How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.

The knowledge-creating company

This handbook looks to provide academics and students with a comprehensive and holistic understanding of the phenomenon of innovation. Innovation spans a number of fields within the social sciences and humanities: Management, Economics, Geography, Sociology, Politics, Psychology, and History. Consequently, the rapidly increasing body of literature on innovation is characterized by a multitude of perspectives based on, or cutting across, existing disciplines and specializations. Scholars of innovation can come from such diverse starting points that much of this literature can be missed, and so constructive dialogues missed. The editors of The Oxford Handbook of Innovation have carefully selected and designed twenty-one contributions from leading academic experts within their particular field, each focusing on a specific aspect of innovation. These have been organized into four main sections, the first of which looks at the creation of innovations, with particular focus on firms and networks. Section Two provides an account of the wider systematic setting influencing innovation and the role of institutions and organizations in this context. Section Three explores some of the diversity in the working of innovation over time and across different sectors of the economy, and Section Four focuses on the consequences of innovation with respect to economic growth, international competitiveness, and employment. An introductory overview, concluding remarks, and guide to further reading for each chapter, make this handbook a key introduction and vital reference work for researchers, academics, and advanced students of innovation. Contributors to this volume - Jan Fagerberg, University of Oslo William Lazonick, INSEAD Walter W. Powell, Stanford University Keith Pavitt, SPRU Alice Lam, Brunel University Keith Smith, INTECH Charles Edquist, Linkoping David Mowery, University of California, Berkeley Mary O'Sullivan, INSEAD Ove Granstrand, Chalmers Bjorn Asheim, University of Lund Rajneesh Narula, Copenhagen Business School Antonello Zanfei, Urbino Kristine Bruland, University of Oslo Franco Malerba, University of Bocconi Nick Von Tunzelmann, SPRU Ian Miles, University of Manchester Bronwyn Hall, University of California, Berkeley Bart Verspagen , ECIS Francisco Louca, ISEG Manuel M. Godinho, ISEG Richard R. Nelson, Mario Pianta, Urbino Bengt-Ake Lundvall, Aalborg

The Oxford Handbook of Innovation

https://bura.brunel.ac.uk/bitstream/2438/10379/1/Fulltext.pdf

Innovation and Creativity in Organizations A State-of-the-Science Review, Prospective Commentary, and Guiding Framework

It sounds good when knowing the nature of managerial work in this website. This is one of the books that many people looking for. In the past, many people ask about this book as their favourite book to read and collect. And now, we present hat you need quickly. It seems to be so happy to offer you this famous book. It will not become a unity of the way for you to get amazing benefits at all. But, it will serve something that will let you get the best time and moment to spend for reading the book.

https://link.springer.com/content/pdf/10.1057%2Fjors.1974.92.pdf

The Nature of Managerial Work

Organizational ambidexterity refers to the ability of an organization to both explore and exploit—to compete in mature technologies and markets where efficiency, control, and incremental improvement are prized and to also compete in new technologies and markets where flexibility, autonomy, and experimentation are needed. In the past 15 years there has been an explosion of interest and research on this topic. We briefly review the current state of the research, highlighting what we know and don't know about the topic. We close with a point of view on promising areas for ongoing research.

Organizational Ambidexterity: Past, Present, and Future

Research on strategic decision making has considered advice-seeking behaviour as an important top management team attribute that influences organizational outcomes Yet, our understanding about how top management teams utilize advice to modify current strategies and pursue exploratory innovation is still unclear To uncover the importance of advice seeking, we delineate between external and internal advice seeking and investigate their impact on exploratory innovation We also argue that top management team heterogeneity moderates the impact of advice seeking on exploratory innovation Findings indicated that both external and internal advice seeking are important determinants of a firm's exploratory innovation In addition, we observed that top management team heterogeneity facilitates firms to act upon internal advice by combining different perspectives and developing new products and services Interestingly, heterogeneous top management teams appeared to be less effective to leverage external advice and pursue exploratory innovation

Top Management Team Advice Seeking and Exploratory Innovation: The Moderating Role of TMT Heterogeneity

Interorganizational collaboration and firm innovativeness: Unpacking the role of the organizational environment

Although the development of new services is becoming a major concern for firms throughout the entire economy, there is only little insight in the organizational antecedents of service innovation. It is widely acknowledged that engaging in R&D is relatively uncommon for service providers, but there are also indications that the R&D concept is poorly applicable to service innovation in the first place. Therefore, attention is shifting toward the actual capabilities that allow a firm to source ideas and convert them into marketable service propositions. This paper provides the operationalization of a set of dynamic service innovation capabilities (DSICs) that is general enough to be relevant across different sectoral contexts. While the selected framework is found to consolidate earlier works on the specificities of service innovation, it also captures broad insights on the evolutionary properties of the creation of novel solutions. Thereby, it exemplifies how DSICs can be conceptualized according to the so-called synthesis approach to service innovation. We operationalize a refined version of such DSICs and develop a measurement scale, using two multi-industry subsamples from a dataset of 391 Dutch firms. The measured capabilities are found to correlate to different extents with performance measures. Our main contribution, a validated scale for five complementary DSICs, opens the way to comparative analyses regarding firm abilities for creating innovative services.

/pdf/dynamic-capabilities-for-service-innovation-3weukw8rnp.pdf

Dynamic capabilities for service innovation : conceptualization and measurement

textOne of the most difficult challenges for organizations is to innovate beyond their existing technological and market trajectories. Despite being complex, exploratory innovation is needed for the long-term survival of the enterprise. Existing studies point to economic triggers that can foster its pursuit: decline of firm performance or availability of slack resources. However, these factors may still fail to ensure adaptation if organizations are unable to act on emerging opportunities or to respond timely to environmental threats. 
This dissertation advocates a behavioral and learning approach to study exploratory innovation. The concept is dissected into four organizational issues and processes: creation of search routines, learning of divergent knowledge, environmental sensing and strategic decision making. A framework for the antecedents, mediators and moderators of exploratory innovation is developed by combining insights from organizational social capital and upper echelon literature. 
The empirical studies that examined specific relationships from the framework demonstrated the significance of organizational and top management team (TMT) social capital as antecedents of exploratory innovation. Firms that explore often possess also a capability for knowledge acquisition. TMTs tap into their social capital by engaging in external and internal advice seeking. Findings show that external advice seeking can promote exploratory innovation in firms with homogeneous TMTs and comprehensive decision making in organizations with less empowered lower-level managers.

/pdf/exploratory-innovation-the-role-of-organizational-and-top-3iy1d5pl0i.pdf

Exploratory Innovation: The role of organizational and Top Management Team Social Capital

This study examines the top management team's internal and external advice seeking behavior in affecting exploratory innovation, i.e. innovation aimed at new markets or based on radically new technologies. Additionally, hypotheses are developed in which the impact of TMT advice seeking on exploratory innovation is moderated by the team's functional and background heterogeneity. For heterogeneous top management teams the potential for realizing exploratory innovation lies within the team rather than as a result of external advice seeking. The use of internal advice however, is positively moderated by the TMT heterogeneity and can further boost the exploratory innovation of the firm.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID1132752_code831396.pdf?abstractid=1083987&mirid=1

Alexander S. Alexiev

Papers

Top Management Team Advice Seeking and Exploratory Innovation: The Moderating Role of TMT Heterogeneity

Interorganizational collaboration and firm innovativeness: Unpacking the role of the organizational environment

Dynamic capabilities for service innovation : conceptualization and measurement

Exploratory Innovation: The role of organizational and Top Management Team Social Capital

Top Management Team Advice Seeking and Exploratory Innovation: The Moderating Role of TMT Heterogeneity