Book•
The knowledge-creating company : how Japanese companies create the dynamics of innovation
01 Jan 1995-
TL;DR: In this article, Nonaka and Takeuchi argue that Japanese firms are successful precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies, and they reveal how Japanese companies translate tacit to explicit knowledge.
Abstract: 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.
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TL;DR: In this paper, the authors assess the effects of leadership, Ba (shared context in motion), organizational culture, organizational control, and work style on knowledge management in terms of the SECI process of socialization, externalization, combination and internalization.
Abstract: Knowledge has been long cited as a strategic asset and a source of competitive advantage for organizations. However, the creation of knowledge is a complex process that is influenced by several factors beyond the typical practice of knowledge management (KM). In this research, we assess the effects of leadership, Ba (shared context in motion), organizational culture, organizational control, and work style on KM defined in terms of the SECI process of socialization, externalization, combination, and internalization. On the basis of data gathered from a questionnaire survey of a Japanese pharmaceutical company and its subsidiaries in the United States, France, and China, we compare how the aforementioned organizational factors influence the processes of KM in these organizations. The results show that organizational factors affect KM practices differently in each of the targeted countries, and suggest that KM activities need to be tailored to the organizational idiosyncrasies of each local office, without betraying the global vision of the corporation.
85 citations
Cites background from "The knowledge-creating company : ho..."
...Empowerment and creative chaos have been shown to be necessary conditions for the creation of knowledge (Nonaka & Takeuchi, 1995)....
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...…view of the firm, the conversion process between tacit and explicit knowledge – Socialization, Externalization, Combination, and Internalization – helps synthesize subjective knowledge and values into objective and socially shared organizational knowledge (Nonaka, 1994; Nonaka & Takeuchi, 1995)....
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...The former team of researchers identified five enablers of knowledge creation at the organizational level: intention, autonomy, fluctuation and creative chaos, redundancy, and requisite variety (Nonaka & Takeuchi, 1995)....
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...…factors into five categories – organizational culture, Ba, leadership, organizational control, and work style – consistent with the organizational enabling conditions put forth by Nonaka & Takeuchi (1995) and the key success factors of knowledge projects proposed by Davenport & Prusak (1998)....
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TL;DR: The paper tries to bridge gap between knowledge management and artificial intelligence approaches proposing agent-based framework for modelling organization and personal knowledge by introducing an agent- based environment of the knowledge worker for personal and organizational knowledge management support.
Abstract: The paper tries to bridge gap between knowledge management and artificial intelligence approaches proposing agent-based framework for modelling organization and personal knowledge. The perspective of knowledge management is chosen to develop two conceptual models—one describes the intelligent enterprise memory, another models an intelligent organization’s knowledge management system. The concept of an agent-based environment of the knowledge worker for personal and organizational knowledge management support is introduced.
85 citations
Cites background from "The knowledge-creating company : ho..."
...The most popular in KM is the distinction between tacit (resided in humans) and explicit (formalized) knowledge (Nonaka & Takeuchi, 1995)....
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...If one looks at the model of IEM from the viewpoint of four phases of knowledge life cycle (Nonaka & Takeuchi, 1995) several similarities could be found....
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TL;DR: It is proved from the analysis that compared to other models, model 4 (which is constructed by using the constructs of OLC and TAM frameworks) is able to explain 44% variation in the usage pattern of big data.
Abstract: Ever since the emergence of big data concept, researchers have started applying the concept to various fields and tried to assess the level of acceptance of it with renown models like technology acceptance model (TAM) and it variations. In this regard, this paper tries to look at the factors that associated with the usage of big data analytics, by synchronizing TAM with organizational learning capabilities (OLC) framework. These models are applied on the construct, intended usage of big data and also the mediation effect of the OLC constructs is assessed. The data for the study is collected from the students pertaining to information technology disciplines at University of Liverpool, online programme. Though, invitation to participate e-mails are sent to 1035 students, only 359 members responded back with filled questionnaires. This study uses structural equation modelling and multivariate regression using ordinary least squares estimation to test the proposed hypotheses using the latest statistical software R. It is proved from the analysis that compared to other models, model 4 (which is constructed by using the constructs of OLC and TAM frameworks) is able to explain 44% variation in the usage pattern of big data. In addition to this, the mediation test performed revealed that the interaction between OLC dimensions and TAM dimensions on intended usage of big data has no mediation effect. Thus, this work provided inputs to the research community to look into the relation between the constructs of OLC framework and the selection of big data technology.
85 citations
Cites background from "The knowledge-creating company : ho..."
...F7 loci Transfer and integration Nonaka [74], Senge and Suzuki [82], Nonaka and Takeuchi [86], Kim [83], Jerez-Gomez et al....
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...F4 olcMc Managerial commitment Nonaka [74], Senge and Suzuki [82], Nonaka and Takeuchi [86], JerezGomez et al....
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01 Jan 2008
TL;DR: Challenges posed by nomadic information environments for information systems field to research skills and methods are discussed, including the need to invent novel research methods and shift research focus, the necessity to question the divide between the technical and the social, and theneed to better integrate developmental and behavioral research modes.
Abstract: A nomadic information environment is a heterogeneous assemblage of interconnected technological and organizational elements, which enables physical and social mobility of computing and communication services between organizational actors both within and across organizational borders. We analyze such environments based on their prevalent features of mobility, digital convergence, and mass scale. We describe essential features of each in more detail and characterize their mutual interdependencies. We build a framework, which identifies research issues in nomadic information environments at the individual, the team, the organizational, and inter-organizational levels, comprising both service and infrastructure development. We assess the opportunities and challenges for research into each area at the level of design, use and adoption, and impacts. We conclude by discussing challenges posed by nomadic information environments for information systems field to our research skills and methods. These deal with the need to invent novel research methods and shift research focus, the necessity to question the divide between the technical and the social, and the need to better integrate developmental and behavioral (empirical) research modes.
85 citations
TL;DR: In this paper, the authors investigated the external and internal digital knowledge sharing and creative performance of knowledge workers during the COVID-19 pandemic and found that female and older employees were more likely to engage in external knowledge sharing than their counterparts.
85 citations
References
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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
TL;DR: This research suggests that a knowledge infrastructure consisting of technology, structure, and culture along with a knowledge process architecture of acquisition, conversion, application, and protection are essential organizational capabilities or "preconditions" for effective knowledge management.
Abstract: A hallmark of the new economy is the ability of organizations to realize economic value from their collection of knowledge assets as well as their assets of information, production distribution, and affiliation. Despite the competitive necessity of becoming a knowledge-based organization, senior managers have found it difficult to transform their firms through programs of knowledge management. This is particularly true if their organizations have long histories of process and a tradition of business success. This research examines the issue of effective knowledge management from the perspective of organizational capabilities. This perspective suggests that a knowledge infrastructure consisting of technology, structure, and culture along with a knowledge process architecture of acquisition, conversion, application, and protection are essential organizational capabilities or preconditions for effective knowledge management. Through analysis of surveys collected from over 300 senior executives, this research empirically models and uncovers key aspects of these dimensions. The results provide a basis for understanding the competitive predisposition of a firm as it enters a program of knowledge management.
4,646 citations
TL;DR: In this paper, the authors explore the nature of value co-creation in the context of service-dominant (S-D) logic and develop a conceptual framework for understanding and managing value cocreation.
Abstract: Central to service-dominant (S-D) logic is the proposition that the customer becomes a co-creator of value. This emphasizes the development of customer–supplier relationships through interaction and dialog. However, research to date suggests relatively little is known about how customers engage in the co-creation of value. In this article, the authors: explore the nature of value co-creation in the context of S-D logic; develop a conceptual framework for understanding and managing value co-creation; and utilize field-based research to illustrate practical application of the framework. This process-based framework provides a structure for customer involvement that takes account of key foundational propositions of S-D logic and places the customer explicitly at the same level of importance as the company as co-creators of value. Synthesis of diverse concepts from research on services, customer value and relationship marketing into a new process-based framework for co-creation provide new insights into managing the process of value co-creation.
3,114 citations
TL;DR: In this paper, the authors examined how aspects of intellectual capital influenced various innovative capabilities in organizations and found that human, organizational, and social capital and their interrelationships selectively influenced incremental and radical innovative capabilities.
Abstract: We examined how aspects of intellectual capital influenced various innovative capabilities in organizations. In a longitudinal, multiple-informant study of 93 organizations, we found that human, organizational, and social capital and their interrelationships selectively influenced incremental and radical innovative capabilities. As anticipated, organizational capital positively influenced incremental innovative capability, while human capital interacted with social capital to positively influence radical innovative capability. Counter to our expectations, however, human capital by itself was negatively associated with radical innovative capability. Interestingly, social capital played a significant role in both types of innovation, as it positively influenced incremental and radical innovative capabilities. It is widely accepted that an organization’s capability to innovate is closely tied to its intellectual capital, or its ability to utilize its knowledge resources. Several studies have underscored how new products embody organizational knowledge (e.g., Stewart, 1997), described innovation as a
3,008 citations
TL;DR: In this article, the authors outline a perspective on knowing in practice which highlights the essential role of human action in knowing how to get things done in complex organizational work and suggest that the competence to do global product development is both collective and distributed, grounded in the everyday practices of organizational members.
Abstract: In this paper, I outline a perspective on knowing in practice which highlights the essential role of human action in knowing how to get things done in complex organizational work. The perspective suggests that knowing is not a static embedded capability or stable disposition of actors, but rather an ongoing social accomplishment, constituted and reconstituted as actors engage the world in practice. In interpreting the findings of an empirical study conducted in a geographically dispersed hightech organization, I suggest that the competence to do global product development is both collective and distributed, grounded in the everyday practices of organizational members. I conclude by discussing some of the research implications of a perspective on organizational knowing in practice.
2,670 citations