자연주의적 탐구조사(Naturalistic Inquiry)

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Using Multivariate Statistics

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

The talk with present the key results of the IPCC Working Group III 5th assessment report. Concluding four years of intense scientific collaboration by hundreds of authors from around the world, the report responds to the request of the world's governments for a comprehensive, objective and policy neutral assessment of the current scientific knowledge on mitigating climate change. The report has been extensively reviewed by experts and governments to ensure quality and comprehensiveness.

Climate change 2014 - Mitigation of climate change

▶ Addresses a wide range of timely environment, economic and energy topics ▶ A forum to review, analyze and stimulate the development, testing and implementation of mitigation and adaptation strategies at regional, national and global scales ▶ Contributes to real-time policy analysis and development as national and international policies and agreements are discussed and promulgated ▶ 94% of authors who answered a survey reported that they would definitely publish or probably publish in the journal again

Mitigation and Adaptation Strategies for Global Change

/pdf/legal-basis-for-state-and-territory-tourism-planning-10jdgbk5ii.pdf

Legal basis for state and territory tourism planning

Concerns have been raised that destination branding often overlooks the destination's internal stakeholders, and in some cases, has resulted in a brand identity that does not reflect the meanings a...

Tell me your story: Branding destinations through residents’ (place) stories:

Social learning is a participatory process designed to create shared and common understanding among actors within a social unit. This exploratory, qualitative study applies social learning theory to explore how social learning underpins the process and outcomes of tourism destination governance. This paper presents the findings of in-depth interviews undertaken with 30 participants of the governance process implemented in the Lawachara National Park, a protected area in Bangladesh. The study found that social learning led to improved interactions among previously disparate groups of protected area tourism destination stakeholders. Participants reported that the creation of a more collaborative environment through the governance process led to new opportunities to learn about the socio-economic and ecological challenges facing the protected area, as well as alternative income generation activities such as tourism. The process was also credited with positively contributing to knowledge exchange, increased awareness and a change in behaviour by a number of the stakeholder groups who had previously used the protected area as a consumptive resource.

Exploring social learning as a contributor to tourism destination governance

Trends in consumer demographics and behaviour,technology and competition have changed the tourism environment requiring the industry to take a more strategic destination management approach to its planning to remain competitive. In the future, the focus will be on refining these strategies and determining the best approach for each individual destination within a collective whole. In the past the Australian Government’s key purpose for the tourism industry has been on ‘jobs growth’. The future will see the Australian economy, and thus the tourism industry, affected by labour and skills shortages, climate change, an ageing population and further domestic and global economic fluctuations. This will make it necessary for the industry to change its previous strategies for competitive advantage and advocacy.

Analysis of national, state, regional and local tourism strategies and plans: Identification of strategic issues

Innovation in tourism has becoming increasingly important to create destination competitiveness. There is however poor understanding of the national government’s initiatives and role in tourism innovation. This study has reviewed tourism development policies in Norway using content analysis. The result indicates that the government recognises the importance of innovation in tourism and innovation is also encouraged. Nevertheless, through the three significant themes including network and collaboration, innovation in SMEs, and funding and support it has been revealed that government initiatives in developing an innovative tourism industry are not entirely new. In addition, the government may also be playing a too passive role as many of the innovation initiatives are emphasised as the responsibility of the private sector. Further studies which consider policies as well as perspectives of both Government officials and industry representatives or operators are needed in order to further understand government’s role in tourism innovation.

Lisa Ruhanen

Papers

Legal basis for state and territory tourism planning

Tell me your story: Branding destinations through residents’ (place) stories:

Exploring social learning as a contributor to tourism destination governance

Analysis of national, state, regional and local tourism strategies and plans: Identification of strategic issues

A National Government's Tourism Innovation Initiatives: A Review of Tourism Development Policies in Norway