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Systematic combining: an abductive approach to case research

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 edited collection applies the network approach to the analysis of business relationships in a global context. Drawing on a number of international case studies, a "network approach" is developed, giving rise to theoretical and practical managerial insights and a different way of conceptualizing companies within markets. New angles emerge on traditional problems of business management, with some novel implications which should challenge established ways to analyze business markets. Previous publications by these authors include, "Corporate Technological Behaviour", "Professional Purchasing" and "Managing Innovation Within Networks".

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Developing relationships in business networks

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

Open Innovation: The New Imperative for Creating and Profiting from Technology

Preface. Chapter 1 A Jungle or a Rainforest? 1.1 A changing business landscape. 1.2 The necessity and danger with metaphors related to the business world. The business world as a jungle populated by competing rivals. The business world as a co-evolving rainforest. 1.3 The content and disposition of the book. Part 1 Business Networks in Action. Chapter 2 Interaction as a way to deal with Relatedness, Variety, and Motion. 2.1 A Need for a Different Theoretical Approach. 2.2 A Business Landscape Populated by Interacting Companies. 2.3 Interaction and the Larger Business Landscape. Chapter 3 Analyzing Business Interation. 3.1 The Idea of Business Interaction. 3.2 Interaction Processes Between Companies. 3.3. An Initial Conceptualization of Interaction. 3.4 The A-R-A Model. 3.5 Interaction and Time. 3.6 Interaction and Space. 3.7 A Model of the Interaction Process. 3.8 Conclusions. Chapter 4 Doing Business: Exploiting Time and Space. 4.1 Using Time and Space. 4.2 Interaction as a Way to Take Advantage of Development Over Time. 4.3 Interaction as a Way to Take Advantage of Development Over Space. 4.4 The Company in the Interactive Business Landscape. Part 2 The Elements of Business Networks. Chapter 5 Interaction and Resources. 5.1. Economic Resources in the IMP Framework. 5.2. An Initial View of Resources in an Interactive Business Landscape. 5.3 Resources and Business: Basic Propositions. 5.4 An Interactive World Full of Resources. 5.5 Combining new and existing resources. 5.6 Resources and their multiple contexts. 5.7 Tensions between resources. 5.8 Business relationships and resource development and use. 5.9 Resources in Time and Space. 5.10 Concluding remarks. Chapter 6 Interaction and Activities. 6.1 An Interactive Business Landscape Full of Activities. 6.2 Basic Propositions About the Nature of Activities. 6.3 Key Issues in Activity Configuration. 6.4 Central Features of Activities. 6.5 A Framework for Analysis of Activity Patterns. 6.6 Balancing in Activity Patterns - Three Empirical Illustrations. 6.7 Concluding the Chapter. Chapter 7 Interaction and Actors. 7.1 Actors in an Interactive Landscape. 7.2 Actors in the IMP Research. 7.3 The Idea of Actors. 7.4 Distinctive Features. 7.5 Analysing Acting Actors. 7.6 Challenges in Conceptualizing Actors. 7.7 Final Considerations. Part 3 The Business Network as an Analytical Tool. Chapter 8 Management and Business Relationships. 8.1 Outline and Introduction. 8.2 When Management Theory is Coloured by the Idea of a Market. 8.3 When Relationships are Observed From a Market Based Management Perspective. 8.4. Conclusions - Relationships and Still a Market? Chapter 9 Managing in the Business Network. 9.1 Introduction. 9.2 The Start - The Relationship as a Unit of Analysis. 9.3 How Do Companies Interact? 9.4 How Should Companies Interact? 9.5 Managing and the Interacting Company. 9.6 Managerial Patterns in Business Networks. 9.7 Conclusions. Chapter 10 Evolution of the Business Landscape. 10.1 Introduction. 10.2 Time and the Business Landscape. 10.3 The Narrative of the Evolution of Economic organizing. 10.4 Re-interpreting Business Evolution. 10.5 A Network View of Business Evolution. 10.6 Concluding Discussion. Chapter 11 Networks and Industrial Policy. 11.1 Networks - One Word But Many Meanings. 11.2 What Principles are Network Policies Resting on? 11.3 The Taiwanese Semiconductor Development - From Virgin Land to a Successful Business Network? 11.4 The Heaviness of Business Networks. 11.5 What's in the Shadow of a Successful Network? 11.6 The Dark Sides of Networks. 11.7 The Different Logics of Development, Production and Use. Chapter 12 Living in the Business Rainforest. 12.1 The Rainforest Metaphor. 12.2 Living in the Rainforest. 12.3 The Entrepreneur and the Business Rainforest. 12.4 The CEO and the Business Rainforest. 12.5 The Financial Accountant and the Business Rainforest. 12.6 The Consumer and the Business Rainforest. 12.7 The Politician and the Business Rainforest. 12.8 Conclusions. References. Index.

Business in Networks

1. How to Cope with Development in a Developing World 2. Interaction and Resource Development 3. Managing Resources Merged into 'Basic' Technologies - How to Utilise and Develop a Facility and its Products 4. Managing a Greening Demand - Changes in the Image of a Technology 5. Initiating Change - the Development of a 'lead2 User' 6. Managing Change Through Interaction - the Advantage of Being Small 7. Managing Change Through Interaction - Taking Advantage of Being Big 8. Living with Change - Utilising Possibilities in Path Dependence 9. Living with Change - Handling Increased Variety Through 'Wait and See' 10. Living with Change - Through Moving Resources Characterised by heaviness and Variety 11. Empirical Experiences Concerning Interfaces between Resources 12. Interacting Resources Creating Friction

Managing Technological Development

1. Economic Use of Knowledge 2. Resources in Use: The Embedded Electricity 3. Introducing 'Old' Knowledge in an Established User Context: Or How to Use Wood in the Construction Industry 4. Conscious Use of Others' Interface Knowledge: Or How IKEA Can Keep the Price of the Lack Table Constant over Decades 5. Handling Resource Interfaces in a Planned Economy or How Tipografiya Solves Interaction Issues Without Direct Interaction 6. Use of Knowledge in the Model World: Lessons to Learn from Economic Literature 7. The Only Means to Create Use

Knowledge and innovation in business and industry : the importance of using others

List of ContributorsPrefaceChapter 1 Introduction: Rethinking Marketing (H Hakansson, IJ Henjesand and A Waluszewski)PART ONE: MARKET FORMSChapter 2 Perspective and Theories of Market (I Snehota)Chapter 3 The 'Market Form' Concept in B2B Marketing (K Blois)Chapter 4 Market Forms and Market Models (G Easton)PART TWO: INTERACTION BETWEEN MARKET ACTORSChapter 5 Exploring the Exchange Concept in Marketing (H Hakansson and F Prenkert)Chapter 6 Interactions Between Suppliers and Customers in Business Markets (D Ford and T Ritter)Chapter 7 A Dynamic Customer Portfolio Management Perspective on Marketing Strategy (F Selnes and M Johnson)Chapter 8 From Understanding to Managing Customer Value in Business Markets (J Anderson)Chapter 9 Developments on the Supply Side of Companies (L-E Gadde and G Persson)PART THREE: SCIENTIFIC APPROACHESChapter 10 The Marketing Discipline and Distribution Research: Time to Regain Lost Territory? (G Gripsrud)?Chapter 11 Research Methods in Industrial Marketing Studies (L Araujo and A Dubois)Chapter 12 Toward a New Understanding of Marketing: Gaps and Opportunities (S Troye and R Howell)Chapter 13 Conclusions: Reinterpreting the Four Ps (H Hakansson and A Waluszewski)Index

Alexandra Waluszewski

Papers

Business in Networks

Managing Technological Development

Knowledge and innovation in business and industry : the importance of using others

Rethinking marketing : developing a new understanding of markets

Path-dependence: restricting or facilitating technical development?