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

Open Innovation: The New Imperative for Creating and Profiting from Technology

Knowledge Management

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

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

The multi-agent systems paradigm represents one of the most promising approaches to the development of agile scheduling systems in manufacturing. Innovative and balanced perspectives of multi-agent approaches to agile scheduling are discussed in this paper, and several achieved results and current developments are described. The description of the multi-agent framework emphasizes the use of negotiation mechanism to improve the scheduling flexibility, as well as the aspects of information integration, communication and coordination in a community of agents. For information integration and management various approaches are addressed and the utilization of a distributed/federated database management system is suggested. Finally, some innovative aspects for agile scheduling are introduced, particularly in the context of virtual enterprise environments.

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Multi-agent-based agile scheduling

This paper addresses a multi-agent architecture for dynamic scheduling. The flexibility of the architecture both from the organizational point of view and from the control one is supported by the negotiation technique. The need for integration, the use of standards and information modelling are emphasized. Combining a distributed architecture with an integration of the scheduling and control functionalities flexibility is increased, especially when disruptions take place. Finally, some conclusions and implementation aspects are presented.

Negotiation in multi-agent based dynamic scheduling

Agility is an important requirement for successful organizations in periods of market turbulence and largely unpredictable socio-economic changes. Agility in a virtual enterprise depends not only on the skills of its member enterprises but also on the characteristics of its supporting infrastructure. In this paper various requirements and approaches for agility support during the full VE life cycle are presented and topics requiring further research are identified. Finally two practical application scenarios are introduced and learned lessons presented.

Infrastructure developments for agile virtual enterprises

A Holistic Model of Building Innovation Ecosystems

This paper presents a distributed and open ICT infrastructure that is being developed in the ECOLEAD IST IP project to help members of Collaborative Networks in doing businesses and collaborations more efficiently. ICT-I design relies on the service oriented architecture paradigm, and it is implemented with web-services. ICT-I services are to be used on demand and pay-per-use models. It is flexible to support an easy entrance of new services and the withdrawn of others. So far the type of organizations envisaged by the proposed ICT-I are the ones members of virtual breeding environments, virtual organizations and professional virtual communities. This paper details the 1CT- I requirements, its architecture and services. A small description of a first ICT-I prototype is given in the end.

/pdf/the-ecolead-ict-infrastructure-for-collaborative-networked-v3e3r2ekwo.pdf

Ricardo J. Rabelo

Papers

Multi-agent-based agile scheduling

Negotiation in multi-agent based dynamic scheduling

Infrastructure developments for agile virtual enterprises

A Holistic Model of Building Innovation Ecosystems

The Ecolead ICT Infrastructure For Collaborative Networked Organizations