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

For the last 30 years a growing number of scholars and practitioners have been experimenting with concepts and models that facilitate our understanding of the complexities of today’s business challenges. Among these, “stakeholder theory” or “stakeholder thinking” has emerged as a new narrative to understand and remedy three interconnected business problems—the problem of understanding how value is created and traded, the problem of connecting ethics and capitalism, and the problem of helping managers think about management such that the first two problems are addressed. In this article, we review the major uses and adaptations of stakeholder theory across a broad array of disciplines such as business ethics, corporate strategy, finance, accounting, management, and marketing. We also evaluate and suggest future directions in which research on stakeholder theory can continue to provide useful insights into the practice of sustainable and ethical value creation.

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Stakeholder Theory: The State of the Art

Conflict and Conflict Management.

Interviewing in Qualitative Research

PROJECT MA NA GEMENT: A SYSTEMS A PPROA CH TO PLA NNING, SCHEDULING, A ND CONTROLLING To download Project Manag ement: A Systems A pproach to Planning , Scheduling , and Controlling PDF, please access the link under and save the file or gain access to additional information which might be have conjunction with Project Management: A Systems Approach to Planning, Scheduling, and Controlling ebook.

Project Management: A Systems Approach To Planning, Scheduling and Controlling (Book)

Today almost every project takes place in a context where stakeholders play a major role in the accomplishment of the tasks. Often the project is sensitive to actions and decisions taken by the sta...

Project Stakeholder Management

:This article presents empirical research studying factors affecting knowledge transfer in information technology (IT) projects. The factors evaluated in this research include information technology, systems and procedures, and culture. The various dimensions of IT project success include project performance, project outcome, system implementation, benefits for the client organization, and benefits for the stakeholders. A survey conducted in Norway collected data on knowledge transfer and project success. Research results show that total project success relates to the extent of culture for effective knowledge transfer.

Factors Affecting Knowledge Transfer in IT Projects

Purpose – The purpose of this study is to investigate how trust can be built in a relationship between a project and its stakeholders.Design/methodology/approach – The empirical data are based on a qualitative case study with in‐depth interviews following a semi‐structured approach. A Norwegian project, the new opera house, is studied. This is a large public construction project, with a great deal of media and public attention by Norwegian society.Findings – The study results show that trust is built in a project‐stakeholder relationship by improving communication skills, behaving reliably, showing commitment, being sincere, benevolent and competent, obtaining and acting with integrity, working towards reaching project milestones and establishing common goals.Research limitations/implications – Future research should investigate other scenarios, types of projects, cultures and countries, so that these findings may be generalized.Practical implications – This research concludes that trust is important for ...

Building trust in project‐stakeholder relationships

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Perspectives on project management

:Project managers have always been given the highest priority to customer needs and demands; however, tougher market competition has created a stronger focus on knowledge, skills, and capability to lead a project team toward success. Traditionally, managers have emphasized knowledge and skills within technical disciplines as a key factor managing projects. Today we see a shift toward more emphasis on organizational and human aspects of project work. An effective tool for meeting this challenge is project management coaching. This article focuses on what coaching is about, when to use coaching, different types of coaching, the coaching process, and coaching roles. A case study is presented in the article, and analysis of data shows that coaching can help the project manager acquire necessary skills, achieve desired results, and contribute to career development.

Jan Terje Karlsen

Papers

Project Stakeholder Management

Factors Affecting Knowledge Transfer in IT Projects

Building trust in project‐stakeholder relationships

Perspectives on project management

Mental Models in Project Management Coaching