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Using Multivariate Statistics

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

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Qualitative research for education: An introduction to theories and methods

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

Emotion and Adaptation

Human capital is getting wider attention with increasing globalization and also the saturation of the job market due to the recent downturn in the various economies of the world. Developed and developing countries put emphases on a more human capital development towards accelerating the
economic growth by devoting necessary time and efforts. Thus human capital development is one of the fundamental solutions to enter the international arena. Specifically, firms must invest necessary resources in developing human capital which tend to have a great impact on performance. This paper examines the extent to which human capitals have direct impacts on firm performance from various critical perspectives. Firm performance is viewed in terms of financial and non-financial performance. Finally, this paper develops a model that explains the relationship between human capital and firm performance.

/pdf/human-capital-development-and-its-impact-on-firm-performance-31wisdmm6m.pdf

Human capital development and its impact on firm performance: Evidence from developmental economics

Purpose – This paper aims to propose a conceptual model of knowledge sharing behaviour among Malaysian public sector managers. Design/methodology/approach – An extensive literature review method was used to identify and analyse relevant literature in order to propose a knowledge sharing model. Findings – The authors identified three potential predictor groups of knowledge sharing behaviour among Malaysian public sector managers. The groups are intrinsic motivational factors, extrinsic motivational factors and organisational socialisation factors. The paper proposes organisational commitment as the mediating variable between the identified predictors and knowledge sharing behaviour (knowledge donating and knowledge collecting). Research limitations/implications – The paper offers a number of propositions, which leads to a knowledge sharing model. Future research should validate and examine the predictive power of the proposed model. Practical implications – Upon model validation, the paper could offer prac...

/pdf/fostering-knowledge-sharing-behaviour-among-public-sector-v8xue38ewd.pdf

Fostering knowledge sharing behaviour among public sector managers: a proposed model for the Malaysian public service

In the recent years, a number of emerging issues are posing serious challenges to the small and medium sized enterprises (SME’s) in Malaysia. Hence, these enterprises enter the new era, dramatic challenges begun such as establishing new enterprises, globalization, financial constraints, high turnover, low motivation among employees, lack of human capital building, and more challenges ahead. Thus understanding the problems and challenges are fundamental solutions to expand and strategize SME’s to future progress and grows. Therefore this article examines the background and challenges face by SME’s which play a vital role in the nation growth. The uniqueness of this paper is the emphasis on the human resource development perspective which is important for SME’s to progress and be competitive. Finally, this article maps out how future research can be more sensitive to how SME’s actually develop their own human resource development for future development.

/pdf/the-background-and-challenges-faced-by-the-small-medium-3qwjaqozux.pdf

The background and challenges faced by the small medium enterprises: a human resource development perspective

Purpose – This paper seeks to investigate barriers faced by women in acquiring higher positions in a Malaysian multinational oil companyDesign/methodology/approach – Data were obtained through a survey involving 78 executive women in the Malaysian oil company A structured questionnaire was used to gather data The study used gender role theory, which argues that women are viewed and treated unfavourably when they do not act according to their expected gender rolesFindings – Shows family structure and women's commitment to the family are the most significant barriers perceived by the executive women This research reveals that women in various job positions do not differ in their perceptions with regard to barriers they face for career progressionResearch limitations/implications – The study was conducted among executive women in one company only, hence it cannot be generalized to other oil companies in MalaysiaPractical implications – Provides evidence on family‐, organizational‐ and societal‐related

Barriers to career progression faced by women

Purpose




The paper aims to clearly differentiate knowledge sharing (KS) and knowledge transfer (KT) besides exemplifying their interconnections to minimize the current confusions in the knowledge management (KM) literature.




Design/methodology/approach




An extensive literature review method was used to analyse relevant literature on both KS and KT to clearly delineate their differences and their interconnections.




Findings




The paper found that KS is a subset of KT (using personalization strategy), whereas KT as a whole is a broader concept, if compared with KS. However, KS is not one of the immediate processes involved in KT (using codification strategy). The processes involved in KS and KT differ according to the strategy used (in KT) and perspective chosen (in KS). Other findings include KS (unidirectional) as reflective concept (viewed so far), whereas KS (bidirectional), KT (personalization) and KT (codification) as formative concepts.




Research limitations/implications




The findings of this paper were based on the review of selected relevant articles only.




Practical Implications




The paper will minimize the current confusions in the KM literature and will assist future researches on both KS and KT to ensure what these concepts entail to avoid construct underrepresentation.




Originality/value




As compared to previous attempts, the present paper has shown the interconnections between KS and KT, as well as the differences based on the two perspectives of KS (unidirectional/bidirectional) and the two strategies of KT (personalization/codification), and such effort is new in the literature.

/pdf/knowledge-sharing-is-knowledge-transfer-a-misconception-in-5cikj3msg5.pdf

Maimunah Ismail

Papers

Human capital development and its impact on firm performance: Evidence from developmental economics

Fostering knowledge sharing behaviour among public sector managers: a proposed model for the Malaysian public service

The background and challenges faced by the small medium enterprises: a human resource development perspective

Barriers to career progression faced by women

Knowledge sharing is knowledge transfer: a misconception in the literature