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

https://link.springer.com/content/pdf/10.1057%2Fjibs.1990.10.pdf

Managing across Borders: The Transnational Solution

What makes a leader

This text is a Stata-specific treatment of generalized linear mixed models, also known as multilevel or hierarchical models. These models are "mixed" in the sense that they allow fixed and random effects and are "generalized" in the sense that they are appropriate not only for continuous Gaussian responses but also for binary, count, and other types of limited dependent variables.

Multilevel and Longitudinal Modeling Using Stata, 3rd Edition

Thank you for reading culture leadership and organizations the globe study of 62 societies. Maybe you have knowledge that, people have search numerous times for their chosen books like this culture leadership and organizations the globe study of 62 societies, but end up in infectious downloads. Rather than reading a good book with a cup of tea in the afternoon, instead they juggled with some infectious virus inside their desktop computer.

Culture Leadership And Organizations The Globe Study Of 62 Societies

Cross-cultural management and language studies within international business research

The success of Japanese companies in the world markets since the 1970s has attracted widespread attention. What became known as ‘the Japanese management model’ was the first non-Western model to question the supremacy of Western approaches to management, and its principles and practices were imitated in many ways in a number of other Asian countries, such as South Korea, Taiwan and Singapore. But ‘learning from Japan’ was not a phenomenon limited to Asian nations. Many Western corporations also adopted several aspects of Japanese management, particularly with regard to production processes, and ‘Japanese management’ developed into a subdiscipline of management studies.

The Current State of the Japanese Economy and Challenges for Japanese Management: An Overview

Wie wir voneinander lernen können : mit einer empirischen Studie über die 500 größten Unternehmen der drei Länder

Tubingen University, Germany The past few decades have seen a tremendous growth in work patterns that involve social actors from different cultural backgrounds interacting with one another, as shown by the increase in number and forms of international staff (Collings, Scullion, & Morley, 2007) or the rise in the formation of international joint ventures (Pothukuchi, Damanpour, Choi, Chen, & Park, 2002). Even actors whose scope of activity is limited to a domestic context are likely to be exposed to foreign cultures as they collaborate with co-workers, partners, suppliers and clients from different ethnic and cultural origins. Although research at the interface between the domestic and international context is still relatively scarce, for example as illustrated by the limited attention that local nationals have received in international assignment research (Toh & DeNisi, 2007; Vance, Vaiman, & Andersen, 2009), scholars widely agree that culture transcends and thus forms an integral part of many aspects in business. One stream of research has explored the multiple layers that constitute culture and that differ in terms of their degree of tangibility and visibility, distinguishing between observable artifacts and behaviors, deeper-level values and basic assumptions (e.g., Schein, 1992). In this vein, existing cross-cultural research has mainly conceptualized culture as a system of shared,

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Editorial: the role of culture at different levels of analysis

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Markus Pudelko

Papers

Cross-cultural management and language studies within international business research

The Current State of the Japanese Economy and Challenges for Japanese Management: An Overview

Wie wir voneinander lernen können : mit einer empirischen Studie über die 500 größten Unternehmen der drei Länder

Editorial: the role of culture at different levels of analysis

Why international strategy and cross-cultural management matters in business research and education