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

MKT 6009 Marketing Internship (0 semester credit hours) Student gains experience and improves skills through appropriate developmental work assignments in a real business environment. Student must identify and submit specific business learning objectives at the beginning of the semester. The student must demonstrate exposure to the managerial perspective via involvement or observation. At semester end, student prepares an oral or poster presentation, or a written paper reflecting on the work experience. Student performance is evaluated by the work supervisor. Pass/Fail only. Prerequisites: (MAS 6102 or MBA major) and department consent required. (0-0) S MKT 6244 Digital Marketing Strategy (2 semester credit hours) Executive Education Course. The course explores three distinct areas within marketing and sales namely, digital marketing, traditional sales prospecting, and executive sales organization and strategy. The continuing convergence of the digital marketing and sales funnels has created a strategic continuum from digital lead generation to digital sales. The course identifies the current composition of this digital continuum while providing opportunities to evaluate sales and marketing digital strategies. Prerequisites: MKT 6301 and instructor consent required. (2-0) Y MKT 6301 (SYSM 6318) Marketing Management (3 semester credit hours) Overview of marketing management methods, principles and concepts including product, pricing, promotion and distribution decisions as well as segmentation, targeting and positioning. (3-0) S MKT 6309 Marketing Data Analysis and Research (3 semester credit hours) Methods employed in market research and data analysis to understand consumer behavior, customer journeys, and markets so as to enable better decision-making. Topics include understanding different sources of data, survey design, experiments, and sampling plans. The course will cover the techniques used for market sizing estimation and forecasting. In addition, the course will cover the foundational concepts and techniques used in data visualization and \"story-telling\" for clients and management. Corequisites: MKT 6301 and OPRE 6301. (3-0) Y MKT 6310 Consumer Behavior (3 semester credit hours) An exposition of the theoretical perspectives of consumer behavior along with practical marketing implication. Study of psychological, sociological and behavioral findings and frameworks with reference to consumer decision-making. Topics will include the consumer decision-making model, individual determinants of consumer behavior and environmental influences on consumer behavior and their impact on marketing. Prerequisite: MKT 6301. (3-0) Y MKT 6321 Interactive and Digital Marketing (3 semester credit hours) Introduction to the theory and practice of interactive and digital marketing. Topics covered include: online-market research, consumer behavior, conversion metrics, and segmentation considerations; ecommerce, search and display advertising, audiences, search engine marketing, email, mobile, video, social networks, and the Internet of Things. (3-0) T MKT 6322 Internet Business Models (3 semester credit hours) Topics to be covered are: consumer behavior on the Internet, advertising on the Internet, competitive strategies, market research using the Internet, brand management, managing distribution and supply chains, pricing strategies, electronic payment systems, and developing virtual organizations. Further, students learn auction theory, web content design, and clickstream analysis. Prerequisite: MKT 6301. (3-0) Y MKT 6323 Database Marketing (3 semester credit hours) Techniques to analyze, interpret, and utilize marketing databases of customers to identify a firm's best customers, understanding their needs, and targeting communications and promotions to retain such customers. Topics

Marketing for management.

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

Doing qualitative research: a practical handbook, by David Silverman, Los Angeles, Sage, 2010, 456 pp., AU$65.00, ISBN 978-1-84860-033-1, ISBN 978-1-94960-034-8. Available in Australia and New Zeal...

Doing qualitative research: a practical handbook

The Seasons of a Man's Life

This study investigates the relationship between knowledge-sharing mechanisms, managerial tacit knowledge, and individual performance in the Malaysian public sector. Moderation effects of employee personality on these variables were also examined. Findings from 308 Malaysian public sector managers suggest that individual performance is influenced by levels of accumulated managerial tacit knowledge (LAMTK), which were moderated by employee personality traits. The findings also show that individual performance has an impact on the effectiveness of knowledge-sharing mechanisms.

Managerial Tacit Knowledge, Individual Performance, and the Moderating Role of Employee Personality

The influence of knowledge sharing on performance among Malaysian public sector managers and the moderating role of individual personality

Purpose – This study aims to identify differences in knowledge-sharing mechanisms and personality
among expert, typical and novice managers within the Malaysian public sector. Strengthening
knowledge sharing function is essential for enabling public institutions around the world to be more
productive.
Design/methodology/approach – This quantitative study involves 308 employees from management
and professional groups within 98 local authorities in the Malaysian local government. Stratified random
sampling techniques were used and the sampling frame comprised 1,000 staff using postal surveys.
Data analyses were carried out using analysis of variance and correlations to test the research
hypotheses.
Findings – The findings reveal that expert managers are more proactive in sharing their knowledge,
particularly those with the personality traits of conscientiousness and openness. These two personality
traits were also related to expert behaviours such as thoroughness, responsibility and persistence, which
led to work competency and managerial success.
Originality/value – This study provides theoretical insights into how managerial tacit knowledge differs
and can accumulate, depending on the personality traits of middle managers. The paper shows the
different mechanisms of knowledge sharing, tacit knowledge and personality among expert, typical and
novice managers. Practically, this study is important for guiding senior managers in their attempts to
identify the most appropriate personalities of their middle managers. This study found that the expert
group was higher in conscientiousness, openness and overall personality traits compared with the typical
and novice groups. The paper also highlights the value of sharing managerial tacit knowledge effectively.

/pdf/differences-in-personality-and-the-sharing-of-managerial-2oazrvr807.pdf

Differences in personality and the sharing of managerial tacit knowledge: an empirical analysis of public sector managers in Malaysia

Preparing the next good leader and is as important as supporting the current leader for the public sector, as well as important factor to move and drive organization forward. Thus, to groom the potential future leader, the organizations need not only the succession planning program, but also to have an emphasis on the commitment of the
leader. This paper examines the relationship between leadership characteristic styles towards succession planning program in Malaysia’s Public Sector. Transformational leadership characteristic was used, namely idealized influence, inspirational motivation, and individualized influence and intellectual stimulation. Combination of Multifactor Leadership Questionnaire, Effective Succession Planning and Management Questionnaire were used to distribute to 576 public servants from Malaysia‘s public sector. Multiple regressions were used in analyzing the effect. The result of multiple regression demonstrated that partly significantly related to succession planning and individualize influence is the main predictor on succession planning program. Therefore, it is very essential for the leaders to keep on viewing and modifying their leadership style and behavior in a way to be effective leaders.

https://archive.aessweb.com/index.php/5007/article/download/2855/4298

The Relationship Between Transformational Leadership Characteristic and Succession Planning Program in the Malaysian Public Sector

Increased public participation in government decisions contributes significantly to the enhancement of grass-roots democracy. This article assesses the level of involvement of local citizens in local government decisions in Malaysia. Public participation was assessed using questionnaires on the range and extent of initiatives used by local government. The questionnaires also probed citizens’ perceptions of these initiatives and expectations for greater citizen empowerment. Data were gathered from 206 local citizens randomly selected from six local authorities in the northern region of Malaysia. The findings reveal a desire on the part of local citizens to participate in their local government decision-making process.

Halimah Abdul Manaf

Papers

Managerial Tacit Knowledge, Individual Performance, and the Moderating Role of Employee Personality

The influence of knowledge sharing on performance among Malaysian public sector managers and the moderating role of individual personality

Differences in personality and the sharing of managerial tacit knowledge: an empirical analysis of public sector managers in Malaysia

The Relationship Between Transformational Leadership Characteristic and Succession Planning Program in the Malaysian Public Sector

Assessing Public Participation Initiatives in Local Government Decision-Making in Malaysia