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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

Models that depict innovation as a smooth, well-behaved linear process badly misspecify the nature and direction of the causal factors at work. Innovation is complex, uncertain, somewhat disorderly, and subject to changes of many sorts. Innovation is also difficult to measure and demands close coordination of adequate technical knowledge and excellent market judgment in order to satisfy economic, technological, and other types of constraints—all simultaneously. The process of innovation must be viewed as a series of changes in a complete system not only of hardware, but also of market environment, production facilities and knowledge, and the social contexts of the innovation organization.

An Overview of Innovation

This report examines the changes that have taken place since the 1998 UNESCO World Conference on Higher Education, in particular the main engines of change and their impact on higher education. This trend report is intended to provide background analysis and to animate discussion at the 2009 UNESCO World Conference on Higher Education. It examines the central issues and the contextual factors that have shaped higher education in the past decade, and presents prospects for the immediate future. Much of this report is concerned with the ways in which higher education has responded to the challenge of massification. Other issues examined include globalisation; inequalities in access; increasing student mobility; teaching, learning and curricula; quality assurance, accountability and qualifications frameworks; financing and the public good-private good debate; the growth of private higher education; the academic profession; the research environment; information and communications technology; and the impact of demographics and the economic crisis on the development and reform of higher education in the immediate future.

Trends in Global Higher Education: Tracking an Academic Revolution: A Report Prepared for the UNESCO 2009 World Conference on Higher Education

Recent literature concerning regional development has placed significant emphasis on local institutional structures and their capacity to ‘hold down’ the global. Conversely, work on inter-firm networks – such as the global commodity chain approach – has highlighted the significance of the organizational structures of global firms’ production systems and their relation to industrial upgrading. In this paper, drawing upon a global production networks perspective, we conceptualize the connections between ‘globalizing’ processes, as embodied in the production networks of transnational corporations, and regional development in specific territorial formations. We delimit the ‘strategic coupling’ of the global production networks of firms and regional economies which ultimately drives regional development through the processes of value creation, enhancement and capture. In doing so, we stress the multi-scalarity of the forces and processes underlying regional development, and thus do not privilege one particular geographical scale. By way of illustration, we introduce an example drawn from recent research into global production networks in East Asia and Europe. The example profiles the investments of car manufacturer BMW in Eastern Bavaria, Germany and Rayong, Thailand, and considers their implications for regional development.

Globalizing regional development: aglobal production networks perspective

The smart specialization strategy is now a reality. With regions and nations having completed the technical fulfillment of the ex-ante conditionality and the related action plans, the first evaluation studies have been launched with the aim to assess the consistency of the concept, once moving from the design (theory) to the implementation phase (practice). From these first evaluation exercises, strengths and weaknesses emerge in the way the smart specialization strategy has been conceived that lead to reflections on its possible future adjustment trends. The paper highlights emerging bottlenecks (e.g. the lack of local pre-conditions in the local economy and limits of governance) as well as possible future trajectories to overcome such bottlenecks, like the shift from a compulsory to a voluntary RIS, and from an industry-focused to a territorial development strategies.

From theory to practice in smart specialization strategy: emerging limits and possible future trajectories

Spin-off enterprises as a means of technology commercialisation in a transforming economy—Evidence from three universities in China

This paper reflects on the implementation of the RIS3 policy agenda. Based on two surveys and various phone interviews, it underlines that Europe's diverse pattern of institutional arrangements poses locally contingent policy challenges in which regional governance capacities are at least as important an issue as techno-economic potentials. In detail, it demonstrates how Southern Europe profited from novel practices while Eastern Europe had to invest substantially to change existing routines. Concluding, it argues that the main merit of RIS3 processes may, in fact, lie in their contribution to changing routines and practices of governance even if those, for now, remain without measurable effect on policy.

Efforts to Implement Smart Specialization in Practice—Leading Unlike Horses to the Water

Koschatzky K., Kroll H. (2007) Which side of the coin? The regional governance of science and innovation, Regional Studies 41, 1115–1127. The paper deals with the impact of recent trends in the devolution of political powers in science, technology and innovation policies. It argues that some problems are associated with this regionalization because the emerging multi-level governance structures turn political action into a complex bargaining process between actor groups with partially conflicting interests. The paper sketches the theoretical potentials and limitations of science, technology and innovation policy designed at the regional level. Based on regional evidence from the German federal system, it demonstrates which policy aspects are suitable for devolution to regional governments and how they can be integrated in multi-level governance structures. Koschatzky K. et Kroll H. (2007) Quelle facette du probleme? La gouvernance reginale de la science et de l'innovation, Regional Studies 41, 1115–1127. ...

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Henning Kroll

Papers

From theory to practice in smart specialization strategy: emerging limits and possible future trajectories

Spin-off enterprises as a means of technology commercialisation in a transforming economy—Evidence from three universities in China

Efforts to Implement Smart Specialization in Practice—Leading Unlike Horses to the Water

Which Side of the Coin? The Regional Governance of Science and Innovation

Establishing an interface between public sector applied research and the Chinese enterprise sector: Preparing for 2020