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

This paper is devoted to public services innovation in the municipal solid waste sector. It analyses the implementation of Clean Development Mechanism (CDM) projects in the Bandeirantes and Sao Joao landfills in the municipality of Sao Paulo, Brazil. The study is based on the concept of Public-Private Innovation Networks in services (ServPPINs). Using the ServPPIN concept it was possible to identify competence gaps affecting the stakeholders involved in these CDM projects. We focus in particular on those organisational and relational competence gaps that are likely to weaken innovation feasibility in services related to solid waste. In fact, innovation is closely linked to the development of new competences among service providers and users. For the most part, these will arise out of changes in interactions between actors-given that the projects in question include the coordination of various actors (public, private, and citizen).

Public Service Innovation: Solid Waste Sector from the Perspective of Clean Development Mechanism Landfill Projects

Ce travail presente les premiers resultats d'une enquete exploratoire sur l'innovation dans les services en France sur la periode 1992-1997. Ces resultats portent sur la nature de l'innovation, son mode d'organisation, ses freins et ses determinants.

https://halshs.archives-ouvertes.fr/halshs-01114118/document

L’innovation dans les services : les premiers résultats d’une enquête postale exploratoire

Dans le prolongement des modeles d’innovation entrepreneuriale et monopoliste formalises par J. Schumpeter, cet article propose un nouveau modele d’innovation d’esprit schumpeterien intitule : le modele d’innovation interactionnelle.
Ce modele microeconomique qui renvoie, au niveau macroeconomique, aux roles de certains services dans les systemes nationaux d’innovation articule les quatre elements suivants :
- les differentes composantes (etapes ou activites) du processus d’innovation sur lesquelles le prestataire peut etre amene a intervenir ;
- les fonctions de l’entreprise cliente qui font l’objet de l’activite d’innovation ;
- le degre d’implication du prestataire (et du client) dans l’innovation, c’est-a-dire le degre de coproduction de l’innovation ;
- les formes cognitives de l’intervention du prestataire dans le traitement et la production de connaissances.
Il permet ainsi de mettre en evidence un certain nombre de configurations du modele parmi lesquelles la configuration standard (definie par l’absence d’interaction et le caractere mecaniste du transfert de technologie) n’est qu’un cas limite.

https://halshs.archives-ouvertes.fr/halshs-01114022/document

L’innovation interactionnelle : un modèle néoschumpeterien

The concept of innovation network (IN) is a well-established one that has been the object of an extensive theoretical and empirical literature. Our subject in this paper is a particular kind of innovation network, as yet relatively unknown but which is developing against the background of economies dominated by service industries; we term them public-private innovation networks in services (ServPPINs). Such networks involve collaborations between public and private service organisations in the field of innovation. They differ from traditional INs in several ways. Firstly, the relations between the public actors and the private actors lie at the heart of the analysis. Secondly, service providers are the main actors in them. Finally, non-technological innovation (service innovation), which is often overlooked in the literature, is taken into account. This paper has a twofold purpose, in that it seeks to be both theoretical and operational. Its first objective is to examine the way in which the characteristics of ServPPINs can help to modify and enhance the traditional concept of IN, its second to draw any possible lessons there might be for public policy. The paper is based on both a literature survey and analysis of a database of ServPPINs case studies compiled in the course of the ServPPIN (Public Private Innovation Networks in Services) European project.

Les réseaux d’innovation public-privé dans les services (RIPPS) ne sont pas des réseaux d’innovation (RI) comme les autres: quels enseignements pour les politiques publiques ?

Faïz Gallouj

Papers

Public Service Innovation: Solid Waste Sector from the Perspective of Clean Development Mechanism Landfill Projects

L’innovation dans les services : les premiers résultats d’une enquête postale exploratoire

L’innovation interactionnelle : un modèle néoschumpeterien

Les réseaux d’innovation public-privé dans les services (RIPPS) ne sont pas des réseaux d’innovation (RI) comme les autres: quels enseignements pour les politiques publiques ?

The Innovation Gap and the Performance Gap in the Service Economies: A Problem for Public Policy