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

/pdf/social-capital-a-theory-of-social-structure-and-action-4m7poq6byy.pdf

Social capital: a theory of social structure and action

Thank you very much for reading cognition in the wild. Maybe you have knowledge that, people have look hundreds times for their favorite books like this cognition in the wild, but end up in malicious downloads. Rather than enjoying a good book with a cup of coffee in the afternoon, instead they cope with some harmful virus inside their laptop. cognition in the wild is available in our digital library an online access to it is set as public so you can download it instantly. Our book servers spans in multiple countries, allowing you to get the most less latency time to download any of our books like this one. Merely said, the cognition in the wild is universally compatible with any devices to read.

Cognition In The Wild

https://onlinelibrary.wiley.com/doi/pdf/10.1111/j.1467-6486.2012.01080.x

Dynamic Capabilities: Routines versus Entrepreneurial Action

This study addresses the dynamic interplay between action and memory in organizational routines. We consider three distinct forms of memory – procedural, declarative, and transactive – and examine their roles in the formation, efficiency, and adaptability of organizational routines. We introduce an agent-based model simulating organizational routines as repeated patterns of sequential tasks accomplished by networks of individuals. We model the formation of new routines, and changes in established organizational routines resulting from loss of personnel (due to downsizing) and changes in environmental demands. We find that transactive memory enhances problem-solving efficiency and facilitates adaptation to novel problems. Declarative memory built from past experience facilitates efficient routines in stable contexts, but obstructs efficiency gains when the organization encounters novel problems.

Dynamics of Performing and Remembering Organizational Routines

Research summary
We identify two types of knowledge leverage behaviors undertaken by acquiring firms: integrated and independent knowledge leverage. We address how the prior exploitation or exploration orientation of acquirers influence these two modes of knowledge leverage behaviors. The degree of exploitation of acquirers promotes integrating their existing knowledge with acquired knowledge in innovative actions. In contrast, the degree of exploration of acquirers increases the likelihood that new innovations will use acquired knowledge without integrating it with their prior knowledge. In addition, the firm’s prior acquisition rate moderates the relationship between the acquiring firms’ previous exploitation or exploration orientation and their knowledge leverage mode. The findings of this paper suggest that pre-acquisition innovation capabilities are distinct from but influence the post-acquisition innovation actions.

Managerial summary
Firms often undertake acquisitions to gain access to new knowledge, but they can differ dramatically in how they leverage acquired knowledge. We show that the firm’s prior innovation patterns drive this choice. Firms that have previously focused on incremental innovations in their internal innovation efforts tend to integrate acquired knowledge with their own prior knowledge. In contrast, firms that have previously pursued bold innovations tend to leverage acquired knowledge alone in new innovations. Thus, we show that firms use acquisitions as a means to extend their internal innovation patterns – firms who have focused on incremental innovations extend that with acquisitions by linking new innovations to their prior knowledge while firms that have pursued bold initiatives use acquired knowledge to move in new technology directions.

Repeating A Familiar Pattern In a New Way: The Effect of Exploitation and Exploration on Knowledge Leverage Behaviors in Technology Acquisitions

This study addresses how individuals combine their diverse skills during the process of forming organizational routines. Our explanation centers on the development of transactive memory, which forms during the initial performances of a routine, as actors search for (and subsequently remember) other actors with the capabilities needed to complete a routine. We present an agent-based model to analyze how the distribution and availability of individual capabilities influence the set of actors involved in performing routines, initially and over time. The model shows that even when the pattern of actions stays the same, the pattern of actors involved in performing an organizational routine can change continuously. Variations in the efficiency of routine formation that are inexplicable in terms of action sequences may be readily explained when we examine actor sequences. Transactive memory contributes to the theory of organizational routines by serving as a bridge between individuals� skills and collective capabilities.

http://journals.sagepub.com/doi/pdf/10.1177/1476127014521609

The role of transactive memory in the formation of organizational routines

CSR Dynamics in South Korea and Japan: A Comparative Analysis

This paper examines how non-financial stakeholders, especially labor unions, affect firms’ innovation in business group affiliations. Using firm-level labor union data unique to Korea, we find that firms’ innovation activities are negatively related to unionization. This negative relationship is more pronounced for large business groups, suggesting that Korean chaebols are more concerned with the influence of powerful stakeholders—union workers. Also, equity market valuation of R&D reduction under union pressure is not negative for chaebol-affiliated firms, whereas it is negative for non-affiliated firms. These results indicate that the equity market perceives that chaebols’ internal capital market facilitates group-oriented R&D investment decisions.

Seungho Choi

Papers

Dynamics of Performing and Remembering Organizational Routines

Repeating A Familiar Pattern In a New Way: The Effect of Exploitation and Exploration on Knowledge Leverage Behaviors in Technology Acquisitions

The role of transactive memory in the formation of organizational routines

CSR Dynamics in South Korea and Japan: A Comparative Analysis

The effect of labor unions on innovation and market valuation in business group affiliations: new evidence from South Korea