https://hal.archives-ouvertes.fr/hal-01513346/document

Isogeometric analysis : CAD, finite elements, NURBS, exact geometry and mesh refinement

How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.

The knowledge-creating company

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

Thank you for reading experimental and quasi experimental designs for research. Maybe you have knowledge that, people have search numerous times for their favorite readings like this experimental and quasi experimental designs for research, but end up in malicious downloads. Rather than reading a good book with a cup of tea in the afternoon, instead they cope with some infectious virus inside their laptop.

Experimental And Quasi Experimental Designs For Research

As the term “smart city” gains wider and wider currency, there is still confusion about what a smart city is, especially since several similar terms are often used interchangeably. This paper aims to clarify the meaning of the word “smart” in the context of cities through an approach based on an in-depth literature review of relevant studies as well as official documents of international institutions. It also identifies the main dimensions and elements characterizing a smart city. The different metrics of urban smartness are reviewed to show the need for a shared definition of what constitutes a smart city, what are its features, and how it performs in comparison to traditional cities. Furthermore, performance measures and initiatives in a few smart cities are identified.

Smart Cities: Definitions, Dimensions, Performance, and Initiatives

Technology roadmapping—A planning framework for evolution and revolution

https://bkgsi.yonsei.ac.kr/bkgsi/paper/An%20integrated%20service-device-technology%20roadmap%20for%20smart%20city%20development.pdf

An integrated service-device-technology roadmap for smart city development

A review of TRIZ, and its benefits and challenges in practice

http://www.producao.ufrgs.br/arquivos/disciplinas/187_phaal_2009.pdf

An architectural framework for roadmapping: Towards visual strategy

https://isiarticles.com/bundles/Article/pre/pdf/13589.pdf

Robert Phaal

Papers

Technology roadmapping—A planning framework for evolution and revolution

An integrated service-device-technology roadmap for smart city development

A review of TRIZ, and its benefits and challenges in practice

An architectural framework for roadmapping: Towards visual strategy

Understanding technology management as a dynamic capability: A framework for technology management activities