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

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

Knowledge Management

An English pronunciation companion to the Oxford advanced learner's dictionary of current English

Built to last: successful habits of visionary companies

Architects’ perspectives on construction waste reduction by design

Around 420 million t of materials are used each year in the construction industry in the UK; however, only 360 million t are incorporated into products. Additionally, construction and demolition activities in the UK generated more than 150 million t of waste in 1998 comprising 40% from the manufacture of products and 60% from site-based activities, including an estimated 13 million t of unused materials. Research has been undertaken to assess UK architects'p and contractors' attitudes towards waste minimisation, by investigating the integration of waste minimisation strategies into current design processes, examining contractors' existing waste management practices and establishing responsibilities for, and barriers to, managing waste minimisation. A questionnaire survey based on specific and interrelated organisational waste minimisation issues was conducted with architects and contractors and revealed that very few attempts are made to reduce waste during the design process. On the other hand, the resul...

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Architect and contractor attitudes to waste minimisation

Although most disasters are not entirely unexpected and therefore can, to varying degrees, be mitigated for, the UK construction sector does not play a sufficiently integrated role in disaster risk management. Research is reported on the development of a knowledge database and decision support framework to enable more effective disaster risk-management strategies from a construction perspective. A survey of UK professionals involved with disaster risk-management activities (i.e. emergency planning, constructing, urban planning, insurance) indicates that knowledge and awareness of integrated approaches is poor, and the construction sector as a key stakeholder and potential resource is not being used sufficiently. Key recommendations to improve the construction sector in the process are as follows: construction-related stakeholders need to become more involved in groups such as Local Resilience Teams and Forums; risk and hazard awareness training needs to be integrated systematically into the professional t...

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Integrating disaster risk management into construction: A UK perspective

Purpose – The purpose of this paper is to identify a set of critical success factors, which ensure the effectiveness of knowledge management initiatives, with particular focus on the effect of people‐oriented success factors.Design/methodology/approach – A comprehensive review of knowledge management literature, substantiated by ten qualitative interviews with leading academics and industrial representatives in the field of knowledge management in the construction industry.Findings – The research suggests that organisations need to consider several key areas, in particular, the processes and practices undertaken to understand and define knowledge management, the implementation of dedicated champions, the integration of the initiative into the business, and effective communication of its benefits to members of staff. Each of these factors will have a direct bearing on the level of effectiveness reached by an organisation's knowledge management initiative.Research limitations/implications – The industry‐bas...

Ensuring the effectiveness of a knowledge management initiative

The 21st century has been a growing awareness of the importance of the sustainability agenda. Moreover for construction, it has become increasingly important as clients are pushing for a more sustainable product to complement their organisations’ own strategic plans. Sustainable development can be defined as development that meets the needs of the present without compromising the ability of future generations to meet their needs. Sustainable construction is therefore seen as the application of sustainable practices to the activities of the construction sector. One of the key factors in making construction projects more sustainable is overcoming the obstacles of capturing and managing the knowledge required by project teams to effect such change. Managing this knowledge is key to the construction industry because of the unique characteristics of its projects, i.e. multi-disciplinary teams, dynamic participation of team members, heavy reliance on previous experiences/heuristics, the one-off nature of the projects, tight schedules, limited budget, etc. Initiatives within the industry and academic research are developing mechanisms and tools for managing knowledge in construction firms and projects. Such work has so far addressed the issues of capturing, storing, and transferring knowledge.

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Jacqueline Glass

Papers

Architects’ perspectives on construction waste reduction by design

Architect and contractor attitudes to waste minimisation

Integrating disaster risk management into construction: A UK perspective

Ensuring the effectiveness of a knowledge management initiative

Managing knowledge in the context of sustainable construction