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

Find loads of the research methods in the social sciences book catalogues in this site as the choice of you visiting this page. You can also join to the website book library that will show you numerous books from any types. Literature, science, politics, and many more catalogues are presented to offer you the best book to find. The book that really makes you feels satisfied. Or that's the book that will save you from your job deadline.

Research methods in the social sciences

http://mail.im.tku.edu.tw/~myday/teaching/992/SEC/S/992SEC_T4_Paper_20110520_What%20drives%20mobile%20commerce.pdf

What drives mobile commerce? An empirical evaluation of the revised technology acceptance model

https://www.bond.org.uk/sites/default/files/resource-documents/using_icts_to_create_a_culture_of_transparency.pdf

Using ICTs to create a culture of transparency: E-government and social media as openness and anti-corruption tools for societies

Acceptance of blog usage: The roles of technology acceptance, social influence and knowledge sharing motivation

Determinants of user acceptance of the e-Government services: The case of online tax filing and payment system

Critical factors of WAP services adoption: an empirical study

Taiwan deregulated its wireless telecommunication services in 1997. Fierce competition followed, and churn management becomes a major focus of mobile operators to retain subscribers via satisfying their needs under resource constraints. One of the challenges is churner prediction. Through empirical evaluation, this study compares various data mining techniques that can assign a ‘propensity-to-churn’ score periodically to each subscriber of a mobile operator. The results indicate that both decision tree and neural network techniques can deliver accurate churn prediction models by using customer demographics, billing information, contract/service status, call detail records, and service change log.

http://didawiki.cli.di.unipi.it/lib/exe/fetch.php/dm/telecomchurnanalysis.pdf

Applying data mining to telecom churn management

Applying Data Mining to Telecom Churn Management.

A major challenge in knowledge management involves motivating people to share knowledge with others. The objective of this study is to deepen our understanding of how to influence an individual's tendency to engage in knowledge sharing behavior in a team setting. Specifically, we investigate the effects of intrinsic motivation (altruism) and extrinsic motivation (economic reward, reputation feedback and reciprocity) on knowledge sharing (number of ideas generated, idea usefulness, idea creativity and meeting satisfaction) in a group meeting. Results of our experiment show that a knowledge management system with built-in reputation feedback is crucial to support successful knowledge sharing.

Shin-Yuan Hung

Papers

Determinants of user acceptance of the e-Government services: The case of online tax filing and payment system

Critical factors of WAP services adoption: an empirical study

Applying data mining to telecom churn management

Applying Data Mining to Telecom Churn Management.

The influence of intrinsic and extrinsic motivation on individuals' knowledge sharing behavior