世界経済・社会統計 = World development indicators

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

The World is Flat: A Brief History of the Twenty-First Century Thomas L. Friedman Farrar, Straus and Giroux, 2005 Thomas Friedman is a widely-acclaimed journalist, foreign affairs columnist for the New York Times, and author of four best-selling books that include From Beirut to Jerusalem (1989). His eminence as a journalist is clearly demonstrated in the way he prepared for The World is Flat. He traveled throughout the world, interviewing in depth the political and business leaders who have the most direct, hands-on knowledge of the truly incredible developments occurring in the business structures and technology of globalization. Only a journalist who moves freely at the highest levels could interview the likes of Sir John Rose, the chief executive of Rolls-Royce; Nobuyuki Idei, the chairman of Sony; Richard Koo, the chief economist for the Nomura Research Institute; Bill Gates of Microsoft; Wee Theng Tan, the president of Intel China; David Baltimore, president of Caltech; Howard Schultz, founder and chairman of Starbucks; Nandan Nilekani, CEO of Infosys in Bangalore - and many others, each of whom gave him the inside story of how, specifically, the barriers of time and space separating economies, workforces, sources of capital, and technical abilities are crumbling. The result of this unfolding story, already far along but with much farther to go, according to Friedman, is that "the world is flat." With some notable exceptions in sub-Saharan Africa and the Islamic swathe, everything is connected with everything else on a horizontal basis, with distance and erstwhile time-lags no longer mattering. Friedman describes in detail the galloping globalization that has unfolded in even so limited a time as the past five years. Under the impetus of a worldwide network of interconnectivity, the world economy is much-changed from what it was at the turn of the century a mere half-decade ago. Friedman quotes the CEO of India's Infosys: "What happened over the last [few] years is that there was a massive investment in technology, especially in the bubble era, when hundreds of millions of dollars were invested in putting broadband connectivity around the world, undersea cables," while (Friedman paraphrases him) "computers became cheaper and dispersed all over the world, and there was an explosion of software - e-mail, search engines like Google, and proprietary software that can chop up any piece of work and send one part to Boston, one part to Bangalore, and one part to Beijing...." Microprocessors today have 410 million transistors compared to the 2800 they had in 1971. And now, "wireless is what will allow you to take everything that has been digitized, made virtual and personal, and do it from anywhere." The effect on productivity is revolutionary: "It now takes Boeing eleven days to build a 737, down from twenty-eight days just a few years ago. Boeing will build the next generation of planes in three days, because all the parts are computer-designed for assembly." The most strikingly informative aspect of this book, however, is not about technology. Most especially, Friedman explores the rapidly evolving global business systems, each constantly regenerating itself to keep ahead of the others. These are systems that span the continents seeking the lowest-cost providers of everything from expert scientific and engineering work to the lowliest grunt work. Friedman points out that India produces 70,000 accounting graduates each year - and that they are willing to start at $100 a month. It is no wonder that Boeing employs 800 Russian scientists and engineers for passenger-plane design when "a U.S. aeronautical engineer costs $120 per design hour, a Russian costs about one-third of that." Friedman describes a call center in India where outbound callers sell "everything from credit cards to phone minutes," while operators taking inbound calls do "everything from tracing lost luggage for U.S. and European airline passengers to solving computer problems for confused American consumers. …

The World Is Flat: A Brief History of the Twenty-First Century

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Economics of natural resources and the environment

Based on GEM data this paper explores whether significantly different growth aspirations of early stage entrepreneurs in Slovenia, compared to those in Hungary and Croatia, are also accompanied by significantly different opportunity recognition, cultural support for entrepreneurship and self-efficacy. Our results suggest that a higher degree of alertness to unexploited perceived opportunities, and cultural support for entrepreneurial motivation may be the cause of higher growth aspirations of Slovenian early stage entrepreneurs, while self-efficacy with regard to entrepreneurial skills, knowledge and experience was not found to be crucial.

https://www.jstor.org/stable/pdfplus/40229529.pdf

Growth Aspirations and Cultural Support for Entrepreneurship: A Comparison of Post-Socialist Countries

Purpose – The aim of this paper is to investigate the problems of managing tacit knowledge and the importance of unlearning it. As the main problem of managing tacit knowledge lies in the fact that it escapes observation and measurement, an adequate framework that would make some dimensions of tacit knowledge visible has to be developed.Design/methodology/approach – On the basis of literature surveys the authors discuss several types of knowledge and issues related to sharing, learning and, most importantly, unlearning obsolete tacit knowledge dimensions.Findings – To overcome the perpetual elusiveness of tacit knowledge is presented a framework that could help highlight dimensions of tacit knowledge that can be mobilized and observed through the manifestation of different behaviour. It is partly possible to make explicit some dimensions of tacit knowledge that not only contribute to successful sharing and mutual learning, but also enable the identification of those parts of knowledge that hinder innovati...

Fostering innovation by unlearning tacit knowledge

Purpose



– The tourism sector is heavily dependent on entrepreneurship and cannot survive in the long run if it is not both sustainable and entrepreneurial at the same time; these three areas – entrepreneurship, sustainability, and tourism – are rarely linked in research and are not reflected in appropriate policy-making measures. Thus, the purpose of this paper is to develop a conceptual multilevel model that will provide a requisitely holistic means for studying sustainable entrepreneurship in the tourism sector. 




Design/methodology/approach



– In the process of developing a model, the authors took into account the principle of requisite variety and considered various dimensions related to sustainable entrepreneurship implicated at three levels of analysis – namely, individual (entrepreneur), organizational (SME), and national/regional (tourism destination). 




Findings



– The proposed model provides systemic and systematic views on sustainable entrepreneurship in the tourism sector and contains various levels of analysis. The holistic framework for studying sustainable entrepreneurship in the tourism helps highlight influential elements from an economics point of view as well as their measurable and internationally comparable outcomes. 




Originality/value



– The suggested model represents an initial step toward the measurement of sustainable entrepreneurship in tourism at various levels, thereby making a valuable contribution to future research designs seeking to evaluate the benefits of sustainable entrepreneurship. The paper provides an important foundation for evidence-based policy making with the aim of fostering requisitely holistic behavior and innovative, responsible, and sustainable entrepreneurship practices in the tourism sector.

Building a model of researching the sustainable entrepreneurship in the tourism sector

Systems thinking is the practice of holistic thinking, which can be informal or based on systems theory. Success has always depended on holistic rather than one-sided thinking. Empirical findings about the innovative society can exemplify this statement, though there seems to be no universal agreement as to what the basic attributes of systems thinking are, and we offer a summary of them. To test them, we investigated an industrial latecomer country and found that the understanding of both the innovative society and the systemic thinking are rare: one-sidedness prevails. What do we do to come closer to holistic thinking? Neither the General Systems Theory nor most other systems theories (except the Dialectical Systems Theory) provide a methodology supportive of holism; however, the case of the visionary companies proves that informal systems thinking can be very powerful. Hence, systems theories should work more on informal systems thinking.

Informal systems thinking or systems theory

The present scientific monograph was formed on the occasion of the anniversary celebrated in the academic year 2017/2018 by current and former members of the Department of Entrepreneurship and Business Economics, and the members of the Institute of Entrepreneurship and Small Business Management at the University of Maribor. Twenty-five years – a quarter of a century – is a period after which it is worth looking back on the past and summing up the memories of the achievements and milestones that have marked it. The monograph is also an acknowledgment and tribute to the initiator and founder of the first study track for entrepreneurship education, and the head of the Department and Institute, Professor Doctor Miroslav Rebernik. The collection of selected scientific contributions is thus put together in such a way that he is the co-author of all of them, with individual members of the Department. A collection was created that chronologically presents some of the most visible contributions of the 25-year period. We would like to thank all publishing houses that approved the reprint of the contributions.

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Miroslav Rebernik

Papers

Growth Aspirations and Cultural Support for Entrepreneurship: A Comparison of Post-Socialist Countries

Fostering innovation by unlearning tacit knowledge

Building a model of researching the sustainable entrepreneurship in the tourism sector

Informal systems thinking or systems theory

Building an Entrepreneurial Society : 25 years of entrepreneurship at FEB UM