Hirotaka Takeuchi

Bio: Hirotaka Takeuchi is an academic researcher from Harvard University. The author has contributed to research in topics: Organizational learning & New product development. The author has an hindex of 25, co-authored 54 publications receiving 18033 citations. Previous affiliations of Hirotaka Takeuchi include Hitotsubashi University.

The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation

Abstract: เมอพดถงหนงสอท เกยวกบการจดการความรแลวนน คนทอยแวดวง การจดการความรยอมตองรจกหนงสอเลมหนงซงนบไดวาเปนหนงสอคลาสสคทม ผอานและอางองเปนจานวนมาก หนงสอเลมนมชอวา The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation ซงเขยนโดย Ikujiro Nonaka และ Hirotaka Takeuchi สองนกเขยนชาวแดนอาทตย อทย แมวาจะเขยนตงแตป 2538 แตกนบไดวาเปนหนงสอทมคณคาทางวชาการและ มความนาสนใจมากเลมหนง Nonaka และ Takeuchi นนไดกลาวเกยวกบการสรางความรในองคกร ธรกจโดยยกตวอยางบรษทในญปนหลายบรษท เชน ฮอนดา มตซชตะ แคนนอน นสสน เอนอซ เปนตน ในหนงสอเลมนพวกเขาไดเรมจากการกลาวถงความรในฐานะ ทเปนทรพยากรทสาคญตอการสรางความไดเปรยบในการแขงขนขององคกร มการ อางองถงการนยามความหมายของคาวาความรทนกวชาการตางๆ ไดกาหนดไว นอกจากนยงมการนาเสนอทฤษฎการสรางความรองคกร การสรางความรองคกรใน อดศร ณ อบล * Adisorn Na Ubon The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation

How Japanese Companies Create the Dynamics of Innovation

Abstract: Japanese companies have become successful because of their skill and expertise at creating organizational knowledge. Organizational knowledge is not only the creation of new knowledge, but also disseminating it throughout the organization, and embodying it in products, services, and systems. Knowledge is the new competitive resource, and its creation and utilization is a dynamic, interactive process. Knowledge is used as the basic unit of analysis to explain firm behavior; a business creates and processes knowledge. Knowledge may be explicit or tacit; this study treats them as complements that form a dynamic relationship. The individual interacts with the organization through knowledge; knowledge creation occurs at the individual, group, and organizational levels. The forms of knowledge interaction (between tacit and explicit, and between individual and firm) produce four major processes of knowledge conversion: from tacit to explicit, explicit to explicit, explicit to tacit, and tacit to tacit. Japanese companies create new knowledge by converting tacit knowledge to explicit knowledge. The book has three goals: to formalize a generic model of organizational knowledge creation, explain why certain Japanese companies have been continuously successful in innovation, and develop a universal model of company management based on convergence of knowledge practices in Japan and the world. First presents a philosophical exposition of knowledge and its application to managemen, then the core concepts of knowledge creation, with four modes of knowledge conversion. The Matsushita company is used to illustrate the process model of organization knowledge creation. The two traditional styles of management (top-down and bottom-up) are shown not to be effective in fostering the dynamic necessary to create organizational knowledge, and a new organization structure considered most conducive to knowledge creation is proposed. (TNM)

Can Japan Compete

Abstract: The Japanese Model of Competitiveness Challenging Conventional Wisdom: The Japanese Government Model Rethinking Japanese Management What does Explain Japanese Competitiveness? How Japan Can Move Forward: the Agenda for Government How Japan Can Move Forward: the Corporate Agenda Can Japan Compete?

A Dynamic Theory of Organizational Knowledge Creation

Abstract: This paper proposes a paradigm for managing the dynamic aspects of organizational knowledge creating processes. Its central theme is that organizational knowledge is created through a continuous dialogue between tacit and explicit knowledge. The nature of this dialogue is examined and four patterns of interaction involving tacit and explicit knowledge are identified. It is argued that while new knowledge is developed by individuals, organizations play a critical role in articulating and amplifying that knowledge. A theoretical framework is developed which provides an analytical perspective on the constituent dimensions of knowledge creation. This framework is then applied in two operational models for facilitating the dynamic creation of appropriate organizational knowledge.

A Conceptual Model of Service Quality and Its Implications for Future Research

Abstract: The attainment of quality in products and services has become a pivotal concern of the 1980s. While quality in tangible goods has been described and measured by marketers, quality in services is la...

Dynamic capabilities, what are they?

Abstract: This paper focuses on dynamic capabilities and, more generally, the resource-based view of the firm. We argue that dynamic capabilities are a set of specific and identifiable processes such as product development, strategic decision making, and alliancing. They are neither vague nor tautological. Although dynamic capabilities are idiosyncratic in their details and path dependent in their emergence, they have significant commonalities across firms (popularly termed ‘best practice’). This suggests that they are more homogeneous, fungible, equifinal, and substitutable than is usually assumed. In moderately dynamic markets, dynamic capabilities resemble the traditional conception of routines. They are detailed, analytic, stable processes with predictable outcomes. In contrast, in high-velocity markets, they are simple, highly experiential and fragile processes with unpredictable outcomes. Finally, well-known learning mechanisms guide the evolution of dynamic capabilities. In moderately dynamic markets, the evolutionary emphasis is on variation. In high-velocity markets, it is on selection. At the level of RBV, we conclude that traditional RBV misidentifies the locus of long-term competitive advantage in dynamic markets, overemphasizes the strategic logic of leverage, and reaches a boundary condition in high-velocity markets. Copyright © 2000 John Wiley & Sons, Ltd.

Review: Knowledge management and knowledge management systems: conceptual foundations and research issues

Abstract: Knowledge is a broad and abstract notion that has defined epistemological debate in western philosophy since the classical Greek era. In the past few years, however, there has been a growing interest in treating knowledge as a significant organizational resource. Consistent with the interest in organizational knowledge and knowledge management (KM), IS researchers have begun promoting a class of information systems, referred to as knowledge management systems (KMS). The objective of KMS is to support creation, transfer, and application of knowledge in organizations. Knowledge and knowledge management are complex and multi-faceted concepts. Thus, effective development and implementation of KMS requires a foundation in several rich literatures.

Out of the Crisis

Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.