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

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

Framework Convention on Climate Change

Transactions of the Institute of British Geographers

Les auteurs de cet ouvrage, universitaires, chercheurs et consultants de trois pays europeens, ont conduit en commun plusieurs recherches de grande envergure en Europe et aux Etats-Unis sur l'offre et la demande de service de conseil. Cet ouvrage est une synthese de ces travaux. Il est destine tout a la fois aux professionnels concernes (consultants externes et internes), a ceux qui se destinent a ces professions, et a ceux qui, dans les entreprises et les organisations, ont recours aux services des consultants.

Manager le conseil: stratégies et relations des consultants et de leurs clients

Literature on value co-creation often postulates that a greater degree of co-production increases the potential of value co-creation. To test this hypothesis , we build a computational model of value proposition inspired by March's model of organizational learning (1991[24]). The model allows to represent various cases of co-creation: (i) without co-production, (ii) with downstream co-production, and (iii) with upstream co-production. Repeated simulations are partly supporting the literature. On one hand, we find that deeper involvement of consumers into the value offering process increases the potential for value co-creation. One the other hand, we find that co-production can increase inequalities of satisfaction among consumers. Also, while scenarios with learning consumers offer the highest potential for value co-creation, a negative relationship emerges between the number of learning consumers and organizational performance. We thank the two anonymous reviewers for their very insightful comments on an earlier version of this paper. This paper draws on a research carried out within the Co-Val project, funded by the European Commission under the Horizon 2020 framework.

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Users' Involvement in Value Co-Creation: The More the Better?

Knowledge-intensive business services (KIBS) can be defined as activities in which knowledge is both the input and the main output. The aim of this paper is twofold. Firstly, it seeks to describe a normal service transaction in terms of the various basic modes of knowledge processing and production used by KIBS firms. Secondly, it seeks to establish the links and boundaries between a normal transaction of this kind and innovation, whether produced within or through the use of KIBS.

Les services intensifs en connaissances: processeurs de connaissances et producteurs d’innovation

The questions of innovation in services, on the one hand, and sustainable development, on the other, are relatively recent concerns for economic theorists and public policymakers alike. They have become key issues, which pose considerable academic, economic and political challenges. However, these two questions, and the problems they raise, have evolved independently of each other. The present article seeks to link them by con-sidering innovation in and by services and innovation-based entrepreneur-ship in services in terms of their relationship to sustainable development. Our hope in so doing is that we can play a part in moderating the in-dustrialist, technologist, environmentalist and curative concept of sustain-able development that is, paradoxically, still dominant in our service ec-onomies.

Innovation in services and entrepreneurship: beyond industrialist and technologist concepts of sustainable development

This work is devoted to an analysis of the innovation-performance relationship in contemporary developed economies. It reveals a double « gap » relating to innovation and performance. The « innovation gap » reflects the difference between the reality of innovation produced in an economy and what traditional innovation indicators (R&D, patents) capture. As for the « performance gap », this measures the difference between the reality of performance in an economy and the performance assessed by traditional economic tools (mainly productivity and growth). It reflects a hidden performance, invisible to these tools. These two « gaps » blur the innovation-performance relationship. They are behind a certain number of paradoxes which this work intends to explain, and they lead one to question the legitimacy of some public policies which support innovation.

Faïz Gallouj

Papers

Manager le conseil: stratégies et relations des consultants et de leurs clients

Users' Involvement in Value Co-Creation: The More the Better?

Les services intensifs en connaissances: processeurs de connaissances et producteurs d’innovation

Innovation in services and entrepreneurship: beyond industrialist and technologist concepts of sustainable development

Innovation in services, performance and public policy [Innovation dans les services, performance et politique publique]