According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

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

Part I. Experimental Studies: 2. Experiment in psychology 3. Experiments on perceiving III Experiments on imaging 4-8. Experiments on remembering: (a) The method of description (b) The method of repeated reproduction (c) The method of picture writing (d) The method of serial reproduction (e) The method of serial reproduction picture material 9. Perceiving, recognizing, remembering 10. A theory of remembering 11. Images and their functions 12. Meaning Part II. Remembering as a Study in Social Psychology: 13. Social psychology 14. Social psychology and the matter of recall 15. Social psychology and the manner of recall 16. Conventionalism 17. The notion of a collective unconscious 18. The basis of social recall 19. A summary and some conclusions.

Remembering. A Study in Experimental and Social Psychology, Cambridge (University Press) 1964.

The Social Psychology of Organizations.

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

Purpose – The purpose of this paper is to offer insights into a tool that one of the authors has developed to help map, and thus visualise, stakeholder power and influence within the performing organisation.Design/methodology/approach – The concept described in this paper has been tested at several large international gatherings to well over 200 active professional project managers. The feedback to date has been very positive. This positive feedback led to testing of these ideas through research being conducted during 2004/2005 by one of the authors who is a candidate for the doctor of project management (DPM) at RMIT.Findings – The research is centred around this tool, the stakeholder circle, as a means to provide a useful and effective way to visualise stakeholder power and influence that may have pivotal impact on a project's success or failure. The stakeholder‐circle tool is developed for each project through a methodology that identifies and prioritises key project stakeholders and then develops an e...

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Visualising and mapping stakeholder influence

Construction has been an industry characterised by disputes, fierce competitiveness and fragmentation - all major obstacles to development. Now, however, a relationship-based approach to project procurement, through partnering and alliancing, aims to bring about a fundamental change. ----- ----- -----


This book addresses the critical relationship issues for a more collaborative and sustainable construction industry. It looks at how project procurement and project alliancing partner selection works, and how risk and crisis resolution are managed. It provides readers with guidance and models on how to put a relationship-based approach to procurement into practice, drawing on specific prototypes from an actual, successful project that can be adapted.

Procurement strategies : a relationship-based approach

Purpose – The aim of this paper is to summarise a successfully completed doctoral thesis. The main purpose of the paper is to provide a summary that indicates the scope of, and main issues raised by, the thesis so that readers that are undertaking research in this area may be aware of current cutting edge research that could be relevant to them. A second key aim of the paper is to place this in context with doctoral study and further research that could take place to extend knowledge in this area.Design/methodology/approach – Research reported in this paper was based upon action learning from a series of case studies where a project management tool for managing stakeholder relationships was tested and refined.Findings – The tool is useful in helping the project delivery team identify major influencing stakeholders and visualise their potential impact. This tool then helped the studied project delivery teams to develop stakeholder engagement strategies. While it was initially tested as a planning tool to b...

Project Relationship Management and the Stakeholder Circle

A systematic method for measuring construction time performance has been developed. This enables comparisons between individual project performances and best practice worldwide. Four factors affect construction time performance: construction management effectiveness, the sophistication of the client and the client's representative in terms of creating and maintaining positive project team relationships with the construction management and design team, design team effectiveness in communicating with construction management and client's representative teams, and a small number of factors describing project scope and complexity. This research has indicated that construction management team performance plays a pivotal role in determining construction time performance. It also reveals an important relationship between sound client's representative management effectiveness and good construction time performance. Detailed findings provide useful performance indicators that may be used to assist in defining bench...

An investigation into construction time performance

Stakeholder identification, management and engagement are recognized as key project management skills; however, this is a ‘soft’ skill that requires both intuition and a strong capacity for analysis. There are few tools and methodologies to which people undertaking stakeholder management activities can turn. Highly complex problem solving activities, such as stakeholder management, can benefit from high level conceptual approaches that allow those involved to see clearly or to visualize the situation being examined. Metaphors, particularly highly visual representations of complex situations, can be very helpful in triggering simplification of complex situations to a level where understanding of the situation can yield fruitful results in moving forward to developing plans and actions. Visualization tools for stakeholder management can be of great value. Describing stakeholder visualization tools that can be used to develop a stakeholder engagement strategy can therefore raise awareness of these tools. The...

Derek H.T. Walker

Papers

Visualising and mapping stakeholder influence

Procurement strategies : a relationship-based approach

Project Relationship Management and the Stakeholder Circle

An investigation into construction time performance

Influence, stakeholder mapping and visualization