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 article, the authors argue that big data qualitatively alters strategic processes by extending managerial possibilities for acting on both structured and unstructured information because the conceptually presumed linear links between corporate strategy, firm structure and information systems design no longer hold.
Abstract: Big data multiplies the potential of organizational data engagement and the shaping of enterprise strategy processes. The paper argues that big data qualitatively alters strategic processes by extending managerial possibilities for acting on both structured and unstructured information because the conceptually presumed linear links between corporate strategy, firm structure and information systems design no longer hold. Big data draws organizational information systems into a shifting dynamic of altered forms of information access and use as part of a wider complex loop of interventions and analyses. Big data analyses are for many firms becoming indispensable strategic ploys which themselves alter strategies that further mobilize big data consequences. The paper also argues that the use of big data for directing enterprise activities effects behavioural and political organizational consequences. The paper concludes
72 citations
03 Aug 2007
TL;DR: Buku ini memberikan gambaran knowledge management yang utuh karena memang untuk implementasi Knowledge Management yang efektif melibatkan banyak elemen, budaya, proses, kepemimpinan, and teknologi as mentioned in this paper.
Abstract: Buku ini memberikan gambaran Knowledge Management yang utuh karena memang untuk implementasi Knowledge Management yang efektif melibatkan banyak elemen, budaya, proses, kepemimpinan, dan teknologi.
72 citations
Cites background from "The knowledge-creating company : ho..."
...Empat model konversi knowledge (SECI Process, Nonaka & Takeuchi, 1995) 1) Sosialisasi merupakan proses sharing dan penciptaan tacit knowledge melalui interaksi dan pengalaman langsung....
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TL;DR: In this article, the authors explore the potential of Serious Games, a collaborative tool that has been used since the 1960s to facilitate learning processes through the simulation of reality and a role-playing game, to induce an immersive experience and, more recently, to support the ideation process.
Abstract: Organizing for idea generation is a recurring challenge in intensive innovation contexts. The literature on ideation has reached a compelling consensus on the features that such organizational devices must possess to support sufficient creativity: learning processes and a creative climate of confidence to promote collaboration. However, current practical methodologies struggle to simultaneously realize these two features. In this paper, we explore the potential of Serious Games, a collaborative tool that has been used since the 1960s to facilitate learning processes through the simulation of reality and a role-playing game, to induce an immersive experience and, more recently, to support the ideation process. To do so, we conducted an exploratory case study using a Serious Game to support ideation in a French medium-sized business. We then assess the strengths and areas for improvement of this Serious Game with respect to an ideation performance framework based on the existing literature. Our findings show that Serious Games are efficient tools for supporting existing knowledge exchange between participants and collaboration by providing a creative climate, but they may not sufficiently support learning of the external knowledge required to attain high levels of originality. Accordingly, we discuss some crucial parameters to be further explored to allow for the effective managerial use of such methodologies, such as the fine-tuning of the knowledge content that serves as a basis for the game.
72 citations
TL;DR: In this article, the authors examined how the use of collaborative technologies in a globally leading industrial corporation leverages intra-firm processes of learning and knowledge sharing, fostering innovative capabilities and combined top-down theorizing and evidence-based exploration to systematically trace microfoundations that undergird a firm's innovative capabilities.
72 citations
Cites background or result from "The knowledge-creating company : ho..."
...Innovation relies on the creation and combination of knowledge (Nonaka & Takeuchi, 1995)....
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...Our findings in the processes category relate to previous studies on cognitive and attitudinal prerequisites for knowledge networking behavior (Nonaka & Takeuchi, 1995; Seufert, Von Krogh, & Bach, 1999)....
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TL;DR: The theoretical framework and architecture of a new web-based tool, the ‘IQ Team’, is introduced, and users of IQ Team reflected that the tool benefited them to become aware of their group work skills and developed their collaborative learning skills.
Abstract: The paper focuses on the question of how to advance collaboration through the Web and support lifelong learning. First, the theoretical framework and architecture of a new web-based tool, the ‘IQ Team’, is introduced. IQ Team is an interactive online assessment and support system to learn social skills needed in cooperative work, and belongs in an interactive online assessing and tutoring system, ‘IQ Form’, developed for the Finnish Virtual University. IQ Team has three main elements: (1) interactive self-evaluation test banks, (2) online tutoring sets and (3) learning diaries. In the creation of IQ Team, the validation process was conducted with two samples ( n = 259 and n = 275). The online students’ social skills in different groups were explored, and the feedback data from different user groups were analysed. The online students scored high values for social skills, and no differences were discerned between university, Open University and technical students. The qualitative data ( n = 35) were collected in order to get users’ feedback of the tool. The qualitative data consisted of interviews, open-ended questions and online discussions. The users of IQ Team reflected that the tool benefited them to become aware of their group work skills and developed their collaborative learning skills. IQ Team provides a powerful tool for online instruction and communication in higher education and in the Open University to promote joint-regulated learning.
72 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