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Journal Article•DOI•

A Dynamic Theory of Organizational Knowledge Creation

Ikujiro Nonaka1•
Hitotsubashi University1
01 Feb 1994-Organization Science (INFORMS)-Vol. 5, Iss: 1, pp 14-37
TL;DR: In this paper, the authors propose a paradigm for managing the dynamic aspects of organizational knowledge creating processes, arguing that organizational knowledge is created through a continuous dialogue between tacit and explicit knowledge.
Abstract: This paper proposes a paradigm for managing the dynamic aspects of organizational knowledge creating processes. Its central theme is that organizational knowledge is created through a continuous dialogue between tacit and explicit knowledge. The nature of this dialogue is examined and four patterns of interaction involving tacit and explicit knowledge are identified. It is argued that while new knowledge is developed by individuals, organizations play a critical role in articulating and amplifying that knowledge. A theoretical framework is developed which provides an analytical perspective on the constituent dimensions of knowledge creation. This framework is then applied in two operational models for facilitating the dynamic creation of appropriate organizational knowledge.

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CREACIÓN DE EMPRESA PARA COMERCIALIZACIÓN DE ROPA DEPORTIVA
EN LA CIUDAD DE BOGOTÁ.
ALEJANDRO GUTIÉRREZ DE PIÑERES
Código: 538429
UNIVERSIDAD CATÓLICA DE COLOMBIA
FACULTAD DE INGENIERÍA
PROGRAMA DE INGENIERÍA INDUSTRIAL
ALTERNATIVA EMPRENDIMIENTO
BOGOTÁ
2017
2
CREACIÓN DE EMPRESA PARA COMERCIALIZACIÓN DE ROPA DEPORTIVA
EN LA CIUDAD DE BOGOTÁ.
ALEJANDRO GUTIÉRREZ DE PIÑERES
Código: 538429
Trabajo de Grado para optar al título de
Ingeniero Industrial
Director
Oswaldo González Yazo
Ingeniero Industrial
UNIVERSIDAD CATÓLICA DE COLOMBIA
FACULTAD DE INGENIERÍA
PROGRAMA DE INGENIERÍA INDUSTRIAL
ALTERNATIVA EMPRENDIMIENTO
BOGOTÁ
2017
3
4
Nota de Aceptación
__________________________________
__________________________________
__________________________________
__________________________________
__________________________________
__________________________________
Firma del presidente del jurado
__________________________________
Firma del jurado
__________________________________
Firma del jurado
Bogotá D.C., Noviembre de 2017
5
CONTENIDO
Pág.
INTRODUCCIÓN 12
1. ASPECTOS GENERALES DEL PROYECTO 13
1.1 ANTECEDENTES 13
1.2 PLANTEAMIENTO Y FORMULACIÓN DEL PROBLEMA 13
1.2.1 Planteamiento del Problema. 13
1.2.2 Formulación del Problema. 14
1.3 JUSTIFICACIÓN 14
1.4 OBJETIVOS 15
1.4.1 Objetivo General. 15
1.4.2 Objetivos Específicos. 15
1.5. ALCANCES Y LIMITACIONES 16
1.6. MARCO DE REFERENCIA 16
1.6.1 Marco Teórico. 16
1.6.1.1 Plan de Negocio. 16
1.6.1.2 Plan de Mercadeo. 18
1.6.2 Marco Conceptual. 18
1.7. METODOLOGÍA 20
2. ESTUDIO DE MERCADO 22
2.1 SEGMENTACIÓN DE MERCADO 22
2.2 IDEA DE NEGOCIO 22
2.3 ANÁLISIS DEL MERCADO 22
2.3.1 Mercado Objetivo. 22
2.3.2 Variables. 23
2.3.2.1 Edad. 24
2.3.2.2 Clase Social. 24
2.3.2.3 Ingresos. 26
2.4 COMPETIDORES 26
2.4.1 Comparación con la Competencia. 27
2.5 ENCUESTA 28
2.5.1 Resultados Obtenidos. 28
2.6 MERCADO META 36
2.7 CONCEPTO DEL PRODUCTO 37
2.7.1 Características del Producto. 38
2.7.2 Marca. 38
2.7.3 Comercialización del Producto. 38
2.7.4 Logo. 38
2.8 PROVEEDORES 39
2.9 PRECIO 39
Citations
More filters
Toward a Knowledge-Based Theory of the Firm,” Strategic Management Journal (17), pp.

[...]

RM Grant
01 Jan 1996
TL;DR: The primary contribution of the paper is in exploring the coordination mechanisms through which firms integrate the specialist knowledge of their members, which has implications for the basis of organizational capability, the principles of organization design, and the determinants of the horizontal and vertical boundaries of the firm.
Abstract: Given assumptions about the characteristics of knowledge and the knowledge requirements of production, the firm is conceptualized as an institution for integrating knowledge. The primary contribution of the paper is in exploring the coordination mechanisms through which firms integrate the specialist knowledge of their members. In contrast to earlier literature, knowledge is viewed as residing within the individual, and the primary role of the organization is knowledge application rather than knowledge creation. The resulting theory has implications for the basis of organizational capability, the principles of organization design (in particular, the analysis of hierarchy and the distribution of decision-making authority), and the determinants of the horizontal and vertical boundaries of the firm. More generally, the knowledge-based approach sheds new light upon current organizational innovations and trends and has far-reaching implications for management practice.

12,839 citations

Journal Article•DOI•
Toward a Knowledge-Based Theory of the Firm

[...]

Robert M. Grant1•
Georgetown University1
01 Dec 1996-Strategic Management Journal
TL;DR: In this paper, the authors explore the coordination mechanisms through which firms integrate the specialist knowledge of their members, which has implications for the basis of organizational capability, the principles of organization design, and the determinants of the horizontal and vertical boundaries of the firm.
Abstract: Given assumptions about the characteristics of knowledge and the knowledge requirements of production, the firm is conceptualized as an institution for integrating knowledge. The primary contribution of the paper is in exploring the coordination mechanisms through which firms integrate the specialist knowledge of their members. In contrast to earlier literature, knowledge is viewed as residing within the individual, and the primary role of the organization is knowledge application rather than knowledge creation. The resulting theory has implications for the basis of organizational capability, the principles of organization design (in particular, the analysis of hierarchy and the distribution of decision-making authority), and the determinants of the horizontal and vertical boundaries of the firm. More generally, the knowledge-based approach sheds new light upon current organizational innovations and trends and has far-reaching implications for management practice.

11,779 citations

Journal Article•DOI•
Review: Knowledge management and knowledge management systems: conceptual foundations and research issues

[...]

Maryam Alavi1, Dorothy E. Leidner2•
Emory University1, Texas Christian University2
01 Mar 2001-Management Information Systems Quarterly
TL;DR: The objective of KMS is to support creation, transfer, and application of knowledge in organizations by promoting a class of information systems, referred to as knowledge management systems.
Abstract: Knowledge is a broad and abstract notion that has defined epistemological debate in western philosophy since the classical Greek era. In the past few years, however, there has been a growing interest in treating knowledge as a significant organizational resource. Consistent with the interest in organizational knowledge and knowledge management (KM), IS researchers have begun promoting a class of information systems, referred to as knowledge management systems (KMS). The objective of KMS is to support creation, transfer, and application of knowledge in organizations. Knowledge and knowledge management are complex and multi-faceted concepts. Thus, effective development and implementation of KMS requires a foundation in several rich literatures.

9,531 citations

Cites background or methods from "A Dynamic Theory of Organizational ..."

  • ...This in turn can accelerate the growth of knowledge creation (Nonaka 1994)....

    [...]

  • ..., reflection), knowledge is created, shared, amplified, enlarged, and justified in organizational settings (Nonaka 1994)....

    [...]

  • ...Four modes of knowledge creation have been identified: socialization, externalization, internalization, and combination (Nonaka 1994)....

    [...]

  • ...Knowledge is defined as a justified belief that increases an entity s capacity for effective action (Huber 1991; Nonaka 1994)....

    [...]

  • ...Drawing on the work of Polanyi (1962, 1967), Nonaka (1994) explicated two dimensions of knowledge in organizations: tacit and explicit....

    [...]

Journal Article•DOI•
Exploring internal stickiness: Impediments to the transfer of best practice within the firm

[...]

Gabriel Szulanski1•
University of Pennsylvania1
01 Dec 1996-Strategic Management Journal
TL;DR: In this article, the authors analyze the internal stickiness of knowledge transfer and test the resulting model using canonical correlation analysis of a data set consisting of 271 observations of 122 best-practice transfers in eight companies.
Abstract: The ability to transfer best practices internally is critical to a firtn's ability to build competitive advantage through the appropriation of rents from scarce internal knowledge. Just as a firm's distinctive competencies tnight be dificult for other firms to imitate, its best prczctices could be dfficult to imitate internnlly. Yet, little systematic attention has been pcrid to such internal stickiness. The author analyzes itlterrzal stickiness of knowledge transfer crnd tests the resulting model using canonical correlation analysis of a data set consisting of 271 observations of 122 best-practice transfers in eight companies. Contrary to corzverztiorzrzl wisdom that blames primarily motivational factors, the study findings show the major barriers to internal knowledge transfer to be knowledge-related factors such as the recipient's lack oj absorptive capacity, causal anzbiguity, and an arciuous relationship between the source and the recipient. The identification and transfer of best practices cally are hindered less by confidentiality and legal is emerging as one of the most important and obstacles than external transfers, they could be widespread practical management issues of the faster and initially less complicated, all other latter half of the 1990s. Armed with meaningful, things being equal. For those reasons, in an era detailed performance data, firms that use fact- when continuous organizational learning and based management methods such as TQM, bench- relentless performance improvement are needed to marking, and process reengineering can regularly remain competitive, companies must increasingly compare the performance of their units along resort to the internal transfer of capabilitie~.~ operational dimensions. Sparse but unequivocal Yet, experience shows that transferring capaevidence suggests that such comparisons often bilities within a firm is far from easy. General reveal surprising performance differences between Motors had great difficulty in transferring manuunits, indicating a need to improve knowledge facturing practices between divisions (Kerwin and utilization within the firm (e.g., Chew, Bresnahan, Woodruff, 1992: 74) and IBM had limited suc

6,805 citations

Cites background from "A Dynamic Theory of Organizational ..."

  • ...could also be a property of collectively held knowledge (Winter, 1987; Kogut and Zander, 1992) and it is often singled out as a central attribute of knowledge with respect to its transferability (Spender, 1993; Nonaka, 1994; Grant, 1996)....

    [...]

Journal Article•DOI•
Deliberate Learning and the Evolution of Dynamic Capabilities

[...]

Maurizio Zollo, Sidney G. Winter1•
University of Pennsylvania1
01 May 2002-Organization Science
TL;DR: The argument is made that dynamic capabilities are shaped by the coevolution of these learning mechanisms, and the relative effectiveness of these capability-building mechanisms is analyzed here as contingent upon selected features of the task to be learned, such as its frequency, homogeneity, and degree of causal ambiguity.
Abstract: This paper investigates the mechanisms through which organizations develop dynamic capabilities, defined as routinized activities directed to the development and adaptation of operating routines. It addresses the role of (1) experience accumulation, (2) knowledge articulation, and (3) knowledge codifi- cation processes in the evolution of dynamic, as well as operational, routines. The argument is made that dynamic capabilities are shaped by the coevolution of these learning mechanisms. At any point in time, firms adopt a mix of learning behaviors constituted by a semiautomatic accumulation of experience and by deliberate investments in knowledge articulation and codification activities. The relative effectiveness of these capability-building mechanisms is analyzed here as contingent upon selected features of the task to be learned, such as its frequency, homogeneity, and degree of causal ambiguity. Testable hypotheses about these effects are derived. Somewhat counterintuitive implications of the analysis include the relatively superior effectiveness of highly deliberate learning processes such as knowledge codification at lower levels of frequency and homogeneity of the organizational task, in contrast with common managerial practice.

6,011 citations

Cites background from "A Dynamic Theory of Organizational ..."

  • ...These sets of ideas, initially in embryonic and partly tacit form, are then subject to internal selection pressures aimed at the evaluation of their potential for enhancing the effectiveness of existing routines or the opportunity to form new ones (Nonaka, 1994)....

    [...]

  • ...The literature has emphasized that codification facilitates the diffusion of existing knowledge (Winter, 1987; Zander and Kogut, 1992; Nonaka, 1994), as well as the coordination and implementation of complex activities....

    [...]

  • ...The changing nature of knowledge throughout the evolutionary cycle is an issue of primary concern to us as well as several other scholars (Nonaka, 1994; Nonaka and Takeuchi, 1995)....

    [...]

References
More filters
Book•
The Ecological Approach to Visual Perception

[...]

James J. Gibson1•
Princeton University1
01 Jan 1979
TL;DR: The relationship between Stimulation and Stimulus Information for visual perception is discussed in detail in this article, where the authors also present experimental evidence for direct perception of motion in the world and movement of the self.
Abstract: Contents: Preface. Introduction. Part I: The Environment To Be Perceived.The Animal And The Environment. Medium, Substances, Surfaces. The Meaningful Environment. Part II: The Information For Visual Perception.The Relationship Between Stimulation And Stimulus Information. The Ambient Optic Array. Events And The Information For Perceiving Events. The Optical Information For Self-Perception. The Theory Of Affordances. Part III: Visual Perception.Experimental Evidence For Direct Perception: Persisting Layout. Experiments On The Perception Of Motion In The World And Movement Of The Self. The Discovery Of The Occluding Edge And Its Implications For Perception. Looking With The Head And Eyes. Locomotion And Manipulation. The Theory Of Information Pickup And Its Consequences. Part IV: Depiction.Pictures And Visual Awareness. Motion Pictures And Visual Awareness. Conclusion. Appendixes: The Principal Terms Used in Ecological Optics. The Concept of Invariants in Ecological Optics.

21,493 citations

Book•
Metaphors We Live By

[...]

George Lakoff, Mark Johnson
01 Jan 1980
TL;DR: Lakoff and Johnson as mentioned in this paper suggest that these basic metaphors not only affect the way we communicate ideas, but actually structure our perceptions and understandings from the beginning, and they offer an intriguing and surprising guide to some of the most common metaphors and what they can tell us about the human mind.
Abstract: People use metaphors every time they speak. Some of those metaphors are literary - devices for making thoughts more vivid or entertaining. But most are much more basic than that - they're "metaphors we live by", metaphors we use without even realizing we're using them. In this book, George Lakoff and Mark Johnson suggest that these basic metaphors not only affect the way we communicate ideas, but actually structure our perceptions and understandings from the beginning. Bringing together the perspectives of linguistics and philosophy, Lakoff and Johnson offer an intriguing and surprising guide to some of the most common metaphors and what they can tell us about the human mind. And for this new edition, they supply an afterword both extending their arguments and offering a fascinating overview of the current state of thinking on the subject of the metaphor.

17,091 citations

"A Dynamic Theory of Organizational ..." refers background in this paper

  • ...As Nisbet (1969, p. 5) noted, " (m)uch of what Michael Polanyi has called 'tacit knowledge' is expressible—in so far as it is expressible at all—in metaphor: " " The essence of metaphor is understanding and experiencing one kind of thing in terms of another (Lakoff and Johnson 1980, p. 5)....

    [...]

  • ...Our ordinary conceptual system, in terms of which we both think and act, is fundamentally metaphorical in nature " (Lakoff and Johnson 1980, p. 3)....

    [...]

Book•
The Knowledge Creating Company

[...]

Ikujiro Nonaka
01 Jan 2008
TL;DR: The Japanese companies, masters of manufacturing, have also been leaders in the creation, management, and use of knowledge-especially the tacit and often subjective insights, intuitions, and ideas of employees as discussed by the authors.
Abstract: Japanese companies, masters of manufacturing, have also been leaders in the creation, management, and use of knowledge-especially the tacit and often subjective insights, intuitions, and ideas of employees.

16,886 citations

Journal Article•
The mathematical theory of communication

[...]

Claude E. Shannon, Warren Weaver
01 Jan 1949-IEEE Transactions on Instrumentation and Measurement
TL;DR: The Mathematical Theory of Communication (MTOC) as discussed by the authors was originally published as a paper on communication theory more than fifty years ago and has since gone through four hardcover and sixteen paperback printings.
Abstract: Scientific knowledge grows at a phenomenal pace--but few books have had as lasting an impact or played as important a role in our modern world as The Mathematical Theory of Communication, published originally as a paper on communication theory more than fifty years ago. Republished in book form shortly thereafter, it has since gone through four hardcover and sixteen paperback printings. It is a revolutionary work, astounding in its foresight and contemporaneity. The University of Illinois Press is pleased and honored to issue this commemorative reprinting of a classic.

15,525 citations

Book•
How to do things with words

[...]

John Langshaw Austin
01 Jan 1962
TL;DR: In this paper, the authors presented a series of lectures with the following topics: Lecture I * Lecture II* Lecture III * Lectures IV* Lectures V * LectURE VI * LectURES VI * LII * LIII * LIV * LVI * LIX
Abstract: * Lecture I * Lecture II * Lecture III * Lecture IV * Lecture V * Lecture VI * Lecture VII * Lecture VIII * Lecture IX * Lecture X * Lecture XI * Lecture XII

15,492 citations

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Absorptive capacity: a new perspective on learning and innovation

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01 Mar 1990-Administrative Science Quarterly
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The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation

[...]

01 Jan 1995
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[...]

01 Jan 1966
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[...]

01 Mar 1991-Journal of Management
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Frequently Asked Questions (8)
Q1. How much do you pay for the equipo?

$ 0,00 0,00% Otros deudores 0,00% Gastos Pagados por Anticipado $ 0,00 0,00% Otros Activos Corrientes $ 0,00 0,00%Total Activo Corriente $ 4.000.000,00 18,96%Activo Fijo Depreciable 0,00% Terrenos 0,00% Construcciones en Curso 0,00% Maquinaria y Equipo 0,00% Construcciones y Edificaciones $ 10.000.000,00 47,39% Equipo de Cómputo $ 5.500.000,00 26,07% Equipo de Oficina $ 1.600.000,00 7,58% Flota y Equipo de Transporte 0,00% Otros activos fijos 0,00% Valorización 0,00% Depreciación acum. 

El aprovisionamiento dependerá de la cantidad y el tipo de proveedores, del tipo de relación y el desarrollo de los contratos que se establezcan con cada uno de ellos, el objetivo fundamental es optimizar los costos sin afectar la calidad del producto ni del servicio. 

Para el cálculo de las depreciaciones se tiene en cuenta la vida útil de la maquinaria y equipos adquiridos para el funcionamiento de la empresa, se le asignó un valor de 5 años hasta que los equipos se vuelven obsoletos perdiendo valor y necesitando reemplazo. 

Sus funciones son planificar, organizar, dirigir, controlar, coordinar, analizar, calcular y deducir el trabajo de la empresa, además de contratar al personal adecuado, efectuando esto durante la jornada de trabajo. 

Se espera cumplir con la demanda del mercado meta a lo largo del primer año de ventas empezando en el primer mes con 231 unidades y con la meta de aumentar las ventas del mes anterior en un 5% para llegar al valor de 3672 unidades vendidas en el primer año de ejercicio de la organización. 

Los demás gastos no generan gran diferencia a los márgenes anteriores debido a que no se incurrió en gastos financieros, y después de gastos financieros se invertirán $ 462.000,00 en transportes. 

Se puede apreciar que la utilidad neta del ejercicio tiene un valor de $148.886.876,61, este valor es significativo para la empresa, puesto que es una ganancia amplia para que permite crear la oportunidad de hacer inversiones que permitan un crecimiento continuo y asegurar un mejor posicionamiento en el mercado. 

Con el comportamiento de los costos totales se determina que el número mínimo de unidades necesarias a vender para que el funcionamiento de la empresa no genere pérdidas, también conocido como punto de equilibrio, es de 128 unidades al mes.