자연주의적 탐구조사(Naturalistic Inquiry)

计量经济分析 = Econometric analysis

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

Social Psychology of Organizations

/pdf/research-design-qualitative-quantitative-and-mixed-methods-1m92m1x5gg.pdf

Research Design: Qualitative, Quantitative, and Mixed Methods Approaches

Most research on business models lies in the literature on strategy and competitive advantage and focuses on their role as descriptors of actual phenomenon, often by reference to taxonomic categories. In this article, we explore how business models can be seen as a set of cognitive configurations that can be manipulable in the minds of managers (and academics). By proposing a typology of business models that emphasizes the connecting of traditional value chain descriptors with how customers are identified and satisfied, and how the firm monetizes its value, we explore how business model configurations can extend current work on cognitive categorization and open up new possibilities for organization research.

/pdf/business-models-a-challenging-agenda-kdfe7fuito.pdf

Business models: A challenging agenda

PhD job market: professional trajectories and incentives during the PhD

http://www.businessmodelcommunity.com/fs/Root/8of0b-Mangematin_et_Lemarie.pdf

Development of SMEs and heterogeneity of trajectories: the case of biotechnology in France

https://hal.archives-ouvertes.fr/hal-00430782/document

From Recipe to Dinner: Business Model Portfolios in the European Biopharmaceutical Industry

Economists emphasise the crucial role of absorptive capacity with regard to external knowledge. In this respect, the firm's knowledge base determines its ability to recognise, assimilate and exploit externalities. Assuming that a firm's absorptive capacity also depends upon the characteristics of external knowledge, this paper analyses the relationship between three basic concepts empirically defined: the fundamental or applied nature of knowledge, the tacit or codified form of knowledge and the absorptive capacity of the firm. Based on an empirical analysis of R&D contracts between France's largest research institute and industrial firms, we show that a low absorptive capacity inhibits cooperation in R&D. The collaboration concerns mostly applied fields and needs informal interactions to support transfers (such as telephone calls, informal interviews and meetings). A high absorptive capacity extends the assimilation to all kinds of knowledge (applied, fundamental) through all types of vehicles (PhD students, scientific staff, technical devices). Altogether, absorption mechanisms seem to diversify as the firm's absorption capacity increases.

Vincent Mangematin

Papers

Business models: A challenging agenda

PhD job market: professional trajectories and incentives during the PhD

Development of SMEs and heterogeneity of trajectories: the case of biotechnology in France

From Recipe to Dinner: Business Model Portfolios in the European Biopharmaceutical Industry

What kind of knowledge can a firm absorb