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

The Study of Man. By Michael Polanyi. Price, $1.75. Pp. 102. University of Chicago Press, 5750 Ellis Ave., Chicago 37, 1959. One subtitle to Polanyi's challenging and fascinating book might be The Evolution and Natural History of Error , for Polanyi is at pains to expunge what he believes to be the false notion contained in the contemporary view of science which treats it as an object and basically impersonal discipline. According to Polanyi not only is this a radical and important error, but it is harmful to the objectives of science itself. Another subtitle could be Farewell to Detachment , for in place of cold objectivity he develops the idea that science is necessarily intensely personal. It is a human endeavor and human point of view which cannot be divorced from nor uprooted out of the human matrix from which it arises and in which it works. For a good while

Personal Knowledge: Towards a Post-Critical Philosophy

Knowledge Management

The research on entrepreneurship education�entrepreneurial intentions has yielded mixed results. We meta-analyzed 73 studies with a total sample size of 37,285 individuals and found a significant but a small correlation between entrepreneurship education and entrepreneurial intentions (inline image). This correlation is also greater than that of business education and entrepreneurial intentions. However, after controlling for pre-education entrepreneurial intentions, the relationship between entrepreneurship education and post-education entrepreneurial intentions was not significant. We also analyzed moderators, such as the attributes of entrepreneurship education, students' differences, and cultural values. Our results have implications for entrepreneurship education scholars, program evaluators, and policy makers.

The Relationship Between Entrepreneurship Education and Entrepreneurial Intentions: A Meta-Analytic Review

Academy of Management Review : 抄録雑誌の概要

Commitment’ is defined as an implicit or explicit pledge of relational continuity between exchange partners. One of the difficulties here is that commitment is closely related to the concept of loy...

Higher Education in Future

Credit default prediction for micro-enterprise financing in India using ensemble models

The paper seeks to assess the alignment between the focus of the MBA curricula and the managerial competencies required on the job, across two different nations: India and USA. The data for the study was gathered by visiting the website of business schools which were ranked on the basis of the placement figures as reported by the surveys done by Wall Street Journal (b-schools in India) and Financial Times (b-schools in USA). The b-schools were grouped into three categories: Top tier b-schools and second tier b-schools from India, and top tier b-schools from USA. The core courses in the MBA programs were identified and coded to fall under distinct competency categories. Data was coded with high intercoder reliability and put through statistical tests to draw conclusions. The study found that there indeed is a misalignment between required course curriculum and managerial competencies across the three groups of business schools, and that there is no difference in the required curricula across different tiers of b-schools. It was also found that no correlation exists between average salary offerings and the required curricula.

Reassessing the Curriculum-Competency Alignment in MBA Programs

The modern enterprise is becoming larger and geographically distributed. The structure of companies is also becoming more complicated. Oraganizations are depending on knowledge within the enterprise and outside the enterprise. More and more individuals within organizations are parts of communities of practice which at times extend the boundaries of organizations. This necessitates people in the enterprise to have access to other individuals based on their roles and expertise [12]. Individuals within teams are constantly looking for sources of expertise that they don't have. In larger organizations, it becomes extremely difficult to identify the individuals that have the relevant expertise and get in touch with the individuals.Organizations and communities of practice have deployed knowledge management system to solve this problem with the belief that better implementation of information technologies [4] would result in more knowledge sharing and this would benefit the organizations. This has resulted in knowledge management research community being too focused on IT. A significant amount of knowledge is generated within the enterprise in communities of practice that consist of individuals both from within the enterprise and external to enterprise.There is no standard way to represent and access knowledge in the enterprise. Most of the knowledge within the enterprise resides in the form of documents, communications and in the mind of people. In this paper we define a way to represent the knowledge in the form of knowledge ontology. We also define system for generating knowledge networks that exist within the organization.

Knowledge Networks and Knowledge Adjacencies

Subject area




Negotiation, Human Resource Management.




Study level/applicability




Graduate and post graduate level course in Human Resource Management, Industrial Relations, and Negotiation.




Case overview




The present case unfolds sequence of events in the wake of collective bargaining between the union and the management of Bajaj Auto for settling the issue of wage revision. Since no agreement could be reached between both the parties, the workers' union called for a strike. This was the first case of strike in the plant in its 16 years of existence. Bajaj Auto is India's second-largest motorcycle manufacturer in the country, having its manufacturing plants at Chakan (Pune, Maharashtra), Pantnagar (Uttrakhand), Waluj in Aurangabad, Maharashtra. The Chakan plant, set up in 1999, has an installed capacity of over 3,000 units a day. The present case relates to workers' strike at its Chakan Plant which lasted for more than 50 days. The case is analysed from the negotiation point of view.




Expected learning outcomes




To understand basic principles/rules of negotiation; to explain the framework that can be used to assess the relative strength of power of the parties involved in negotiation; and to understand various power moves used by parties involved in negotiation.




Supplementary materials




Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Kamal Kishore Jain

Papers

Higher Education in Future

Credit default prediction for micro-enterprise financing in India using ensemble models

Reassessing the Curriculum-Competency Alignment in MBA Programs

Knowledge Networks and Knowledge Adjacencies

Decoding the strike at Bajaj Auto's Chakan plant: a negotiator's framework