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

The Social Psychology of Organizations.

Trust: The Social Virtues and the Creation of Prosperity

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

The biggest challenge in fostering a virtual community is the supply of knowledge, namely the willingness to snare Knowledge with other members. This paper integrates the Social Cognitive Theory and the Social Capital Theory to construct a model for investigating the motivations behind people's knowledge sharing in virtual communities. The study holds that the facets of social capital -- social interaction ties, trust, norm of reciprocity, identification, shared vision and shared language -- will influence individuals' knowledge sharing in virtual communities. We also argue that outcome expectations -- community-related outcome expectations and personal outcome expectations -- can engender knowledge sharing in virtual communities. Data collected from 310 members of one professional virtual community provide support for the proposed model. The results help in identifying the motivation underlying individuals' knowledge sharing behavior in professional virtual communities. The implications for theory and practice and future research directions are discussed.

http://idea-space.eu:19001/up/515486f5131ebee688cdd8b0d435af0f.pdf

Understanding knowledge sharing in virtual communities: an integration of social capital and social cognitive theories

Individuals' knowledge does not transform easily into organizational knowledge even with the implementation of knowledge repositories. Rather, individuals tend to hoard knowledge for various reasons. The aim of this study is to develop an integrative understanding of the factors supporting or inhibiting individuals' knowledge-sharing intentions. We employ as our theoretical framework the theory of reasoned action (TRA), and augment it with extrinsic motivators, social-psychological forces and organizational climate factors that are believed to influence individuals' knowledge- sharing intentions.

Through a field survey of 154 managers from 27 Korean organizations, we confirm our hypothesis that attitudes toward and subjective norms with regard to knowledge sharing as well as organizational climate affect individuals' intentions to share knowledge. Additionally, we find that anticipated reciprocal relationships affect individuals' attitudes toward knowledge sharing while both sense of self-worth and organizational climate affect subjective norms. Contrary to common belief, we find anticipated extrinsic rewards exert a negative effect on individuals' knowledge-sharing attitudes.

http://www.cob.calpoly.edu/~eli/Class/p5.pdf

Behavioral intention formation in knowledge sharing: examining the roles of extrinsic motivators, social-psychological factors, and organizational climate

Many CEOs and managers understand the importance of knowledge sharing among their employees and are eager to introduce the knowledge management paradigm in their organizations. However little is known about the determinants of the individual's knowledge sharing behavior. The purpose of this study is to develop an understanding of the factors affecting the individual's knowledge sharing behavior in the organizational context. The research model includes various constructs based on social exchange theory, self-efficacy, and theory of reasoned action. Research results from the field survey of 467 employees of four large, public organizations show that expected associations and contribution are the major determinants of the individual's attitude toward knowledge sharing. Expected rewards, believed by many as the most important motivating factor for knowledge sharing, are not significantly related to the attitude toward knowledge sharing. As expected, positive attitude toward knowledge sharing is found to lead to positive intention to share knowledge and, finally, to actual knowledge sharing behaviors.

Breaking the Myths of Rewards: An Exploratory Study of Attitudes about Knowledge Sharing.

/pdf/breaking-the-myths-of-rewards-an-exploratory-study-of-1eg6671yhg.pdf

Breaking the Myths of Rewards: An Exploratory Study of Attitudes about Knowledge Sharing

Leaders of robust, sustainable virtual communities find ways tostrengthen their members' sense of social identity and motivate their participation in the community's activities.

Gee-Woo Bock

Papers

Behavioral intention formation in knowledge sharing: examining the roles of extrinsic motivators, social-psychological factors, and organizational climate

Breaking the Myths of Rewards: An Exploratory Study of Attitudes about Knowledge Sharing.

Breaking the Myths of Rewards: An Exploratory Study of Attitudes about Knowledge Sharing

Encouraging participation in virtual communities

Trust transference in brick and click retailers: An investigation of the before-online-visit phase