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

We will review some of the major results in random graphs and some of the more challenging open problems. We will cover algorithmic and structural questions. We will touch on newer models, including those related to the WWW.

Random graphs

The author systematically examines one of the important issues of information — establishing the market price. He introduces the concept of «search» — where a buyer wanting to get a better price, is forced to question sellers. The article deals with various aspects of finding the necessary information.

Economics of Information

Social Network Analysis

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

Tourism: Principles and Practice, 4/e plus Companion Website with Gradetracker StudentAccess Card: Tourism 4th Edition: Principles and Practice, 4/e

Tourism - Principles and Practice

Abstract The study and practice of knowledge management has grown rapidly since the 90s, driven by social, economic, and technological trends. Tourism has been slow in adopting this approach due to not only a lack of gearing between researchers and tourism, but also to a “hostile” knowledge adoption environment. Its acquisition would close the gap and also provide both insights and potential applications for tourism. Research in Australia supports the assertion that this field is a late adopter of knowledge management. In response, this paper provides a model for tourism.

Knowledge management and tourism

Knowledge management and tourism.

1. Introduction - Noel Scott (University of Queensland, Australia), Rodolfo Baggio (Bocconi University, Italy), Chris Cooper (University of Nottingham, UK) 2. The Historical Development of Network Theories - Noel Scott (University of Queensland, Australia), Rodolfo Baggio (Bocconi University, Italy), Chris Cooper (University of Nottingham, UK) 3. The Network Concept and Tourism - Noel Scott (University of Queensland, Australia), Rodolfo Baggio (Bocconi University, Italy), Chris Cooper (University of Nottingham, UK)QUALITATIVE APPROACHES TO TOURISM NETWORK ANALYSIS 4. Conceptual Tools for Evaluating Tourism Partnerships - Roger March and Ian Wilkinson (University of New South Wales, Australia) 5. Tourism Destination Networks and Knowledge Transfer - Noel Scott (University of Queensland, Australia), Rodolfo Baggio (Bocconi University, Italy), Chris Cooper (University of Nottingham, UK) 6. Policy Networks and Tourism Governance - Dianne Dredge (Griffith University, Australia) and Christof Pforr (Curtin University of Technology, Australia) 7. Network Governance and Connectivity: A Case Study - Kathryn Pavlovich (University of Waikato, New Zealand) 8. The Benefits of Networks to Small and Medium Sized Tourism Enterprises - Carlos Costa, Zelia Breda, Rui Costa and Joana Miguens (University of Aveiro, Portugal) 9. International Tourism Trade Networks: The Case of the Chinese Inbound Travel Trade to Australia - Grace Wen Pan (Griffith University) 10. Power, Destination Branding and the Implications of a Social Network Perspective - Giuseppe Marzano (The University of Queensland, Australia)QUANTITATIVE APPROACHES TO TOURISM NETWORK ANALYSIS 11. Issues in Quantitative Network Analysis - University of Queensland, Australia), Rodolfo Baggio (Bocconi University, Italy), Chris Cooper (University of Nottingham, UK) 12. Visualizing Tourism Networks: Connecting the Dots - University of Queensland, Australia), Rodolfo Baggio (Bocconi University, Italy), Chris Cooper (University of Nottingham, UK) 13. Complex Tourism Networks - University of Queensland, Australia), Rodolfo Baggio (Bocconi University, Italy), Chris Cooper (University of Nottingham, UK) 14. Technological Tourism Networks and Network Simulation - University of Queensland, Australia), Rodolfo Baggio (Bocconi University, Italy), Chris Cooper (University of Nottingham, UK) 15. Conclusions - Noel Scott (University of Queensland, Australia), Rodolfo Baggio (Bocconi University, Italy), Chris Cooper (University of Nottingham, UK)

Network Analysis and Tourism: From Theory to Practice

https://www.iby.it/turismo/papers/baggio-annalsrev.pdf

Chris Cooper

Papers

Tourism - Principles and Practice

Knowledge management and tourism

Knowledge management and tourism.

Network Analysis and Tourism: From Theory to Practice

Network science: A Review Focused on Tourism