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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 article, the authors investigated the impact of social media tools on the development phase of the new product development (NPD) process and found that the use of these new tools is significantly lower than the adoption of traditional IT tools such as e-mail and computer-aided-design.
74 citations
Cites background from "The knowledge-creating company : ho..."
...Research has shown that knowledge management is a key component of a firm’s NPD process (Nonaka and Takeuchi, 1995)....
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02 Apr 2009
TL;DR: In this article, the authors investigated the role of institutional uncertainty and limited formal protection of intellectual property rights in the development of innovation and entrepreneurship in China and found that despite an institutional environment characterized by high levels of uncertainty, innovation thrives even in the technology-based sectors.
Abstract: textThe thesis deals with innovation and entrepreneurship in China. Despite an institutional environment characterized by high levels of uncertainty, innovation thrives even in the technology-based sectors. The research asks for explanations how innovative capabilities are developed in such an adverse institutional environment. For analyzing the institutional environment the research relies on comparative institutional approaches while approaches from the capabilities and resource-based theories, innovation management and China studies are used for explaining the behaviour of firms. The thesis is based on 2 years of extensive field research in cooperation with 45 Chinese entrepreneurs and Zhejiang University in Hangzhou. The findings suggest that Chinese entrepreneurs develop particular innovative capabilities in response to particular technical, market and institutional opportunities and constraints. One of the key insights is that innovation, in a broad understanding, can take place in an environment with institutional uncertainty and limited formal protection of intellectual property rights. On the one hand, institutional uncertainty creates both restrictions and incentives for innovation, and, on the other hand, firms are able to develop specific innovative capabilities that manage sectoral constraints while fighting off institutional constraints.
73 citations
Cites background from "The knowledge-creating company : ho..."
...Together they allow a firm to combine its entire knowledge base when confronting new challenges (Nonaka and Takeuchi, 1995)....
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01 Jan 1998
TL;DR: The Kyoto Meeting on Social Interaction and Communityware, organized in June 1998, reported the background and results of the meeting on the potential of the community metaphor to generate new directions in research and practice.
Abstract: With the advance of global computer networks, a dramatic shift in computing metaphors has begun: from team to community. Understanding that the team metaphor has created various research fields including groupware and distributed artificial intelligence, it seems that the community metaphor has the potential to generate new directions in research and practice. Based on this motivation, we organized the Kyoto Meeting on Social Interaction and Communityware in June 1998. This article reports the background and results of the meeting.
73 citations
TL;DR: In this article, the authors examined how the content and semantic properties of ICDs found in integrated reports are associated with firms' performance and found that more than half of each ICD is conveyed in a positive tone.
Abstract: The integrated reporting framework seeks to connect a firm’s financial and non-financial performance in a single report by displaying how different forms of capital contribute to the firm’s value creation. Drawing on impression management and incremental information approaches, the purpose of this paper is to examine how the content and semantic properties of intellectual capital disclosure (ICD) found in integrated reports is associated with firms’ performance.,All reports by European listed firms from 2011 to 2016 available via the integrated reporting emerging practice examples database are analysed. Content analysis is used to assesses the quality of ICDs, whereas a regression analysis tests the variation in semantic properties of ICDs according to firms’ performance.,ICDs in integrated reports are mainly discursive, with a backward looking orientation and a limited focus on human capital. On average, more than half of each ICD is conveyed in a positive tone. As the optimistic tone in firms’ ICDs increases, so too does their non-financial performance measured in terms of environmental, social and governance aspects. This finding supports the incremental information approach.,This paper contributes to the current literature on ICDs by introducing new evidence on firms’ motivations for non-financial disclosures in integrated reports. By taking a more comprehensive theoretical approach, namely, testing both impression management and incremental information hypotheses, this research extends on prior studies which tested similar relationships in integrated reports but focussed only on the impression management hypothesis.
73 citations
Cites background from "The knowledge-creating company : ho..."
...Learning levels occur at the individual, group, organisational and inter-organisational layers (Nonaka and Takeuchi, 1995)....
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TL;DR: The results show that different network type of supply chain, the amount of transaction, and the main collaborative function in the supply chain will lead to different type of knowledge flow and the tools adopted, and ultimately different knowledge management system.
Abstract: Recent advances in the field of computer networks and Internet have increased the significance of electronic commerce. Through electronic networks, companies can achieve integration by tightly coupling processes at the interfaces between each stage of the value chain. Electronic linkages in the value chain have been fundamentally changing the nature of inter-organizational relationships. Organizations are redesigning their internal structure and their external relationships, creating knowledge networks to facilitate communication of data, information, and knowledge, while improving coordination, decision making, and planning. This study is devoted to examining the types of knowledge flow in collaborative supply chain, and proposing a knowledge management architecture to facilitate knowledge management in collaborative supply chain. Three cases are presented to outline how different industries build their e-business model under different architectures. Also, knowledge flows are discussed in these e-busines...
73 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