How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

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

Aspect] is a simple and practical aspect-oriented extension to Java With just a few new constructs, AspectJ provides support for modular implementation of a range of crosscutting concerns. In AspectJ's dynamic join point model, join points are well-defined points in the execution of the program; pointcuts are collections of join points; advice are special method-like constructs that can be attached to pointcuts; and aspects are modular units of crosscutting implementation, comprising pointcuts, advice, and ordinary Java member declarations. AspectJ code is compiled into standard Java bytecode. Simple extensions to existing Java development environments make it possible to browse the crosscutting structure of aspects in the same kind of way as one browses the inheritance structure of classes. Several examples show that AspectJ is powerful, and that programs written using it are easy to understand.

An overview of AspectJ

[서평]「The Unified Modeling Language User Guide」

/pdf/online-communities-designing-usability-supporting-1rx78h3t04.pdf

Online communities – Designing Usability, Supporting Sociability

Software architectures have high costs for change, are complex, and erode during evolution We believe these problems are partially due to knowledge vaporization Currently, almost all the knowledge and information about the design decisions the architecture is based on are implicitly embedded in the architecture, but lack a first-class representation Consequently, knowledge about these design decisions disappears into the architecture, which leads to the aforementioned problems In this paper, a new perspective on software architecture is presented, which views software architecture as a composition of a set of explicit design decisions This perspective makes architectural design decisions an explicit part of a software architecture Consequently, knowledge vaporization is reduced, thereby alleviating some of the fundamental problems of software architecture

/pdf/software-architecture-as-a-set-of-architectural-design-ngxsdugb1o.pdf

Software Architecture as a Set of Architectural Design Decisions

https://ulir.ul.ie/bitstream/handle/10344/2101/2009_tang.pdf?sequence=2

A comparative study of architecture knowledge management tools

In contrast to software architecture models, architectural decisions are often not explicitly documented, and therefore eventually lost. This contributes to major problems such as high-cost system evolution, stakeholders mis-communication, and limited reusability of core system assets. An approach is outlined that systematically and semi-automatically documents architectural decisions and allows them to be effectively shared by the stakeholders. A first attempt is presented that partially implements the approach by binding architectural decisions, models and the system implementation. The approach is demonstrated with an example demonstrating its usefulness with regards to some industrial use cases.

Anton Jansen

Papers

Software Architecture as a Set of Architectural Design Decisions

A comparative study of architecture knowledge management tools

Tool Support for Architectural Decisions

10 years of software architecture knowledge management

Documenting after the fact: Recovering architectural design decisions