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

Knowledge Management

These resources are focused on qualitative research methods. They are particularly intended for those who are learning at and from workand support a University of Plymouth module, which can contribute to the University's Continual Professional Development (CPD) framework. Through this framework learners can achieve a Bachelors in Professional Developments or a Masters in Professional Development. Within the University's CPD programme the resources will be introduced and used by a tutor who will support and facilitate student learning through use of the resources. This will be in the form of blended learning; a mixture of face to face and use of these on-line resources. Information in this document and the tutor notes included within the PowerPoint presentations are intended to support the wider use and reuse of these Open Educational Resources.

In-depth Interviewing

List of Acronyms and Abbreviations List of Figures, Tables and Boxes Preface About the Contributors Part 1: Introduction 1. The Ecological Challenge in Organization Theory and Organizational Behaviour Ralph Meirna and Richard Welford Part 2: Framing the Organizational Dimensions of the Natural Environment 2. Defining the Problem: Diagnostic 'Tools' to Explore the Evolution of Unsustainable Practices in Organizations Tony Ernerson and Richard Welford 3. The Challenge of Ecological Logic: Explaining Distinctive Organizational Phenomena in Corporate Environmental Management Ralph Meima 4. Power, Organizational Culture and Ecological Abuse Tony Ernerson and Richard Welford Part 3: Developing Strategies for Managerial Action 5. Developing an Environmental Culture Through Organizational Change and Learning Minna Halrne 6. Reassessing Culture and Strategy: Environmental Improvement, Structure, Leadership and Control John Dodge 7. Culture Change, Pluralism and Participation David Jones and Richard Welford 8. Human Resource Management, Strategic Organizational Capabilities and Sustainable Development Tony Ernerson, Rdph Meimu, Romney Tansley and Richard Welford References Index

Culture and organizations

Encyclopedia of Information Science and Technology

https://ubibliorum.ubi.pt/bitstream/10400.6/8666/1/Antunes%20Pinheiro_2019_Linking%20knowledg%20emanagement%20organizational%20learning%20and%20memory_Journal%20of%20Innovation%20and%20knowledge.pdf

Linking knowledge management, organizational learning and memory

There is no agreed-upon, unique concept of spirituality; its dimensions and characteristics depend on the approach used. Spirituality appears in management studies from three main perspectives: individual spirituality, spirituality in the workplace, and organizational spirituality. Spirituality can also be considered from a religious perspective. This article identifies a comprehensive concept of organizational spirituality based on the terms and concepts used in the literature. A systematic review of the literature was made using the Web of Science and Scopus databases; the articles were then subjected to bibliometric analysis using VOSviewer software. The results included two clusters: organizational spirituality and workplace spirituality. Cluster analysis suggested that there is scope for research on workplace spirituality and a gap in organizational spirituality studies. The proposed concept for organizational spirituality is an organizational identity resulting from its values, practices, and discourse that is composed of workplace and individual spirituality guided by the leader and other members and influenced by the environment, organizational culture, and knowledge management. This spirituality generates value and social good that is visible in the organization’s image, mission, vision, and organizational values. This article contributes to the literature by the categorization and systematization of the existing literature and proposing a unified concept—a mental and linguistic representation of organizational spirituality—that represents its essence and confers the qualities and attributes inherent to this phenomenon.

Organizational Spirituality: Concept and Perspectives

The present study aims at some considerations about leadership from the contingency perspective, focuses on the theory of Fiedler, whose basic premise is that group performance is contingent depending on the interaction of leadership styles and situations favorable to the leader. Leadership is an issue that has aroused much interest among people and is probably one of mankind’s most ancient concerns. Fiedler uses the distinction between task-oriented leadership style and relationship-oriented leadership style, relating these leadership styles with different types of situation, in order to determine the contingencies that make either style effective. Based on Fiedler’s theory, a case study was applied in Cape Verde at the University of Beira Interior (CABOUBI) (association of African students from Cape Verde) to confirm the applicability of the measures advocated by the theory (least preferred coworker).

Fiedler’s Contingency Theory: Practical Application of the Least Preferred Coworker (LPC) Scale

Purpose – The objective of this paper is to measure the level of organizational wisdom of firms and verify its influence on the value they produce.Design/methodology/approach – This study seeks to establish linkage between organizational wisdom and value creation with the development of a new model based on the contributions of North's wisdom matrix and the Jordan and Jones model. The proposed model, using primary data from the Portuguese textile sector, is tested through recourse to a structural equation model.Findings – The results point to the conclusion that companies with high organizational wisdom do manage to improve their efficiency and effectiveness but this proves insufficient for actually increasing the level of value created when taking into account the industry's prevailing environment.Practical implications – Firms may apply this model to ascertain their level of organizational wisdom. This model may also be deployed to determine this organizational wisdom level for a set of companies (a com...

Measuring organizational wisdom applying an innovative model of analysis

In recent years, researchers and health-care professionals have shown a growing interest in the health benefits associated with breastfeeding and the dangers associated with bottle feeding. At the ...

Paulo Pinheiro

Papers

Linking knowledge management, organizational learning and memory

Organizational Spirituality: Concept and Perspectives

Fiedler’s Contingency Theory: Practical Application of the Least Preferred Coworker (LPC) Scale

Measuring organizational wisdom applying an innovative model of analysis

The Role of Marketing in the Promotion of Breastfeeding