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 present historical moment may seem a particularly inopportune time to review Bowling Alone, Robert Putnam's latest exploration of civic decline in America. After all, the outpouring of volunteerism, solidarity, patriotism, and self-sacrifice displayed by Americans in the wake of the September 11 terrorist attacks appears to fly in the face of Putnam's central argument: that \"social capital\" -defined as \"social networks and the norms of reciprocity and trustworthiness that arise from them\" (p. 19)'has declined to dangerously low levels in America over the last three decades. However, Putnam is not fazed in the least by the recent effusion of solidarity. Quite the contrary, he sees in it the potential to \"reverse what has been a 30to 40-year steady decline in most measures of connectedness or community.\"' As an example of how the current \"war on terrorism\" could generate a durable civic renewal, Putnam points to the burst in civic practices that occurred during and after World War II, which he says \"permanently marked\" the generation that lived through it and had a \"terrific effect on American public life over the last half-century.\" 3 If Americans can follow this example and channel their current civic

Bowling alone: The collapse and revival of American community

Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

기독교 사역과 Leadership

\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

Knowledge Management

Scientific investigation in the service industry has produced a major effect on productivity and quality in order to lead to new services. With ever-evolving internet technologies and information environments, system science and knowledge science seem to be an effective tool for service innovation in the 21st century Progressive Trends in Knowledge and System-Based Science for Service Innovation illustrates new approaches to service innovation and new methodologies from the knowledge science and system science perspectives. Practitioners and researchers interested in knowing more about practical theories and successful examples in service science will find this book to be a vital asset to their studies.

Progressive Trends in Knowledge and System-Based Science for Service Innovation

A new model for servitization of the manufacturing industry is proposed based on the concept of knowledge space, denotes that the set of all knowledge from performing companies, customers, and users is dynamic over time and has a positive relationship with the produced solution. This research explains the use of the knowledge space concept for value co-creation in the manufacturing industry. It also discusses the pertinent issues of the value co-creation process for adapting servitization based on the results of one “B to B to B” collaboration and two “B to B to C” collaboration case studies.

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Knowledge Space Concept and Its Application for Servitizing Manufacturing Industry

Service value, which is related to users' satisfaction about provided services, depends on the situation, user characteristics, and user objectives in seeking the service. This is a “value in use” concept, and it emphasizes the importance of the relationship between the service itself and its situation. We developed the service field concept in order to create service value; the concept is based on an analogy to the electro-magnetic field in physics. By applying this concept to B-to-B collaborations, a model of service value co-creation in the collaboration is formulated. The collaboration can be described in four steps of the KIKI model (Knowledge sharing related to service system, Identification of service field, Knowledge creation for new service idea, Implementation of service idea). In this paper, we describe KIKI model and the effect of the collaborator's experience in the model. We demonstrated the validity of the collaboration model by applying it to a B-to-B collaboration in the energy saving services business. This model can be applied to various B-to-B collaborations in order to make service value co-creation more effective.

Service value co-creation model considering experience based on service field concept

Currently, it is a fundamental intent of a company to deliver a true solution for its users that may co-create value and indicate a servitizing company. To produce a true solution expected by a customer is very difficult, as the expected responses between customer and company usually has a gap. Therefore, this paper proposes a design method that is able to address the gaps between customers and company expectation and fill-up those gaps by gathering necessary knowledge or resources from the customer within a recursive approach concept. In addition, this study analyzes the behaviors of service providers in Japanese “Omotenashi”, where the provided service gradually fit into customers’ requirements according to their communication. We can apply this practice to any other organization, both in the pure service or manufacturing industry for service value co-creation. This research also discusses the application of the proposed notion to adapting servitization based on the effect of two real-life case studies.

https://dspace.jaist.ac.jp/dspace/bitstream/10119/10948/1/1323.pdf

Michitaka Kosaka

Papers

Progressive Trends in Knowledge and System-Based Science for Service Innovation

Knowledge Space Concept and Its Application for Servitizing Manufacturing Industry

Service value co-creation model considering experience based on service field concept

Value Co-creation with Customer through Recursive Approach Based on Japanese Omotenashi Service

A Concept of Service Field in Service Systems for Creating Service Value