The knowledge-creating company : how Japanese companies create the dynamics of innovation
Citations
562 citations
Cites background from "The knowledge-creating company : ho..."
...In particular, family and founder CEOs are endowedwith superior knowledge, particularly tacit knowledge (Nonaka & Takeuchi, 1995; Polanyi, 1973; Von Krogh, Ichijo, & Nonaka, 2000), about their firm’s members, routines, and stakeholders, which external CEOs possess to a lesser degree....
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554 citations
Cites background from "The knowledge-creating company : ho..."
...In a more recentwork, von Krogh et al. (2012) develop a framework for situational leadership in knowledge creation by integrating notions such as Ba – the environment for knowledge creation – the SECI model, knowledge assets and leadership behaviors (Nonaka & Konno, 1998; Nonaka & Takeuchi, 1995)....
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...Moreover, in technological settings, innovation is usually a direct outcome of KM effectiveness (Darroch & McNaughton, 2002; Du Plessis, 2007) as well as being one of the main objectives for knowledge-creating companies in their pursuit of competitive advantages (Nonaka & Takeuchi, 1995)....
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545 citations
Cites background from "The knowledge-creating company : ho..."
...Finally, internal staffing and socialization induce individuals to develop and internalize common architectural knowledge (Nonaka and Takeuchi, 1995)....
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...Common architectural knowledge provides a built-in mechanism to help a diverse human capital pool not only understand how the pieces fit together but also to recognize the sometimes-conflicting demands in their multidimensional jobs (Kogut and Zander, 1992; Nonaka and Takeuchi, 1995)....
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539 citations
Cites background from "The knowledge-creating company : ho..."
..., 1999; Zahra and George, 2002) begin by extending the knowledge-based approach (Kogut and Zander, 1992; Nonaka and Takeuchi, 1995), and for this reason, the conceptualization of the paper follows this theoretical framework....
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...…most far-reaching contributions (Lane et al., 2006; Van den Bosch et al., 1999; Zahra and George, 2002) begin by extending the knowledge-based approach (Kogut and Zander, 1992; Nonaka and Takeuchi, 1995), and for this reason, the conceptualization of the paper follows this theoretical framework....
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...According to Leonard-Barton (1995) and Nonaka and Takeuchi (1995), the creation of knowledge is important, but the conversion of this knowledge into new products is the basis of superior performance....
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References
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