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The knowledge-creating company : how Japanese companies create the dynamics of innovation

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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Journal ArticleDOI
TL;DR: The findings of this study indicated that threads that were characterized by mere opinion-giving did not achieve much progress, while threads having more transitions among questioning, obtaining information, working with information, and theorizing were more productive.
Abstract: As collaborative learning is actualized through evolving dialogues, temporality inevitably matters for the analysis of collaborative learning. This study attempts to uncover sequential patterns that distinguish “productive” threads of knowledge-building discourse. A database of Grade 1–6 knowledge-building discourse was first coded for the posts’ contribution types and discussion threads’ productivity. Two distinctive temporal analysis techniques – Lag-sequential Analysis (LsA) and Frequent Sequence Mining (FSM) – were subsequently applied to detecting sequential patterns among contribution types that distinguish productive threads. The findings of LsA indicated that threads that were characterized by mere opinion-giving did not achieve much progress, while threads having more transitions among questioning, obtaining information, working with information, and theorizing were more productive. FSM further uncovered from productive threads distinguishing frequent sequences involving sustained theoriz...

77 citations


Cites background from "The knowledge-creating company : ho..."

  • ...Similarly, almost all other models of knowledge creation, including expansive learning (Engeström, 1987) and the knowledge spiral model (Nonaka & Takeuchi, 1995), rely on collaborative discourse....

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Journal ArticleDOI
TL;DR: The authors investigated the influence of abusive supervision on knowledge sharing, moderated by support from organization and coworker, and found that abusive employees do not share their knowledge, but the negative effect could be buffered when they perceive high organizational support.
Abstract: Knowledge sharing is essential for achieving sustainable competitive advantages for organizations. Yet, there is a paucity of studies examining how a supervisor’s behavior, particularly, abusive supervision may become a barrier of individuals’ knowledge sharing. Drawing on insights from social exchange theory, this study investigates the influence of abusive supervision on knowledge sharing, moderated by support from organization and coworker. Consistent with our hypotheses, abused employees do not share their knowledge, but the negative effect could be buffered when they perceive high organizational support. Implications and future research directions are discussed.

76 citations

Journal ArticleDOI
TL;DR: In this paper, the authors show that in strategic alliances aimed at product innovations by recombining partners' extant technologies, learning between specialists can be reduced considerably without jeopardizing success, which is made possible through four interconnected mechanisms integrated into the concept of transactive organizational learning.

76 citations

Journal ArticleDOI
TL;DR: There is strong empirical support that tacit routine compatibility leads to implementation success in mergers and acquisitions (M & As), and there are also results demonstrating how tacit routine compatible affects implementation outcomes in different functions.
Abstract: Purpose – This paper aims to theorize how tacit knowledge influences implementation success in mergers and acquisitions (M & As), and contrasts this with explicit knowledge. Tacit knowledge can be a source of sustained competitive advantage because its lack of codifiability precludes easy appropriation by competitors. However, such non-codifiability also makes it difficult to transfer knowledge within a firm. M & As exemplify this challenge because they are often motivated by opportunities for transferring knowledge. With differing demands for tacit and explicit knowledge across departments (Sales and Operations), the empirical results demonstrate how tacit routine compatibility affects implementation outcomes in different functions. Design/methodology/approach – This research draws from a survey of 86 M & A implementation processes between 1996 and 2002, using seemingly unrelated regression to analyze the predictions. Findings – There is strong empirical support that tacit routine compatibility leads to ...

76 citations


Cites background from "The knowledge-creating company : ho..."

  • ...Nonaka and Takeuchi (1995) suggested that tacit knowledge consists of two parts: a technical dimension of knowing how to do something that cannot easily be expressed, and a cognitive dimension of ingrained perceptions that influence an individual’s daily interactions....

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Journal ArticleDOI
TL;DR: This survey examines the use of wikis on a variety of organisational tasks that include the codification of explicit and tacit organisational knowledge and the formulation of corporate communities of practice, as well as more specific processes such as the collaborative information systems development.
Abstract: The wiki technology is increasingly being used in corporate environments to facilitate a broad range of tasks. This survey examines the use of wikis on a variety of organisational tasks that include the codification of explicit and tacit organisational knowledge and the formulation of corporate communities of practice, as well as more specific processes such as the collaborative information systems development, the interactions of the enterprise with third parties, management activities and organisational response in crisis situations. For each one of the aforementioned corporate functions, the study examines the findings of related research literature to highlight the advantages and concerns raised by the wiki usage and to identify specific solutions addressing them. Finally, based on the above findings, the study discusses various aspects of the wiki usage in the enterprise and identifies trends and future research directions on the field.

76 citations


Cites background from "The knowledge-creating company : ho..."

  • ...As the literature reveals (Nonaka and Takeuchi 1995, Jianyuan and Jin 2005), knowledge inside an organisation can be divided into explicit and tacit....

    [...]

References
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Journal ArticleDOI
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

Journal ArticleDOI
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

Journal ArticleDOI
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

Journal ArticleDOI
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

Journal ArticleDOI
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