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 investigated how complexity affects the co-creation of knowledge in innovation projects, according to project participants, and found that complexity characterises the cocreation process in various ways, such as Self-organisation, Connectivity and interdependence, Coevolution, and Creation of new order.
53 citations
TL;DR: In this article, the authors proposed the Knowledge Assets Map as a framework to identify and manage key capabilities and key assets in today's economy, identifying the following six areas as critical: stakeholder relationships, human resources, physical infrastructure, culture, practices and routines and intellectual property.
Abstract: Capabilities and their underlying knowledge assets represent a major competitive resource for knowledge-intensive organisations such as e-businesses. The research presented in this paper utilises a series of case studies to identify the key knowledge assets for e-businesses. The paper suggests the Knowledge Assets Map as a framework to identify and manage key capabilities and key assets in today's economy. The Knowledge Asset Map identifies the following six areas as critical: stakeholder relationships, human resources, physical infrastructure, culture, practices and routines, and intellectual property. Furthermore, the paper provides managerial guidelines to design knowledge assets metrics.
53 citations
TL;DR: In this paper, the authors explore the relationship between the two most important perspectives of the firm, the RBV and the KBV, by examining the relative impact of firm-specific assets and knowledge capabilities on the firm's competitive advantage.
Abstract: The purpose of this paper is to explore the relationship between the two most important perspectives of the firm, the RBV and the KBV, by examining the relative impact of firm-specific assets and knowledge capabilities on the firm’s competitive advantage. A composite model is proposed which elaborates upon both perspectives causal logic with respect to the conditions relevant for the firm success.
53 citations
Cites background from "The knowledge-creating company : ho..."
...However, a serious resource-based approach omission is that there is not a comprehensive framework that shows how various parts wi hin the organization interact with each other over time to create something new and unique (Nonaka and Takeuchi, 1995)....
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TL;DR: It is proposed that mass collaborative knowledge management (MCKM) and social media networks (SMNs) tend to enhance productivity in small- and medium-sized enterprises (SMEs).
Abstract: This article proposes that mass collaborative knowledge management MCKM and social media networks SMNs tend to enhance productivity in small-and medium-sized enterprises SMEs A case study methodology was employed to highlight the complementary advantages of MCKM related to the use of SMNs in a small business operating in southern Italy The research aims to contribute to the ongoing discussion on MCKM This article offers a fresh perspective by discussing the relevance of this construct for SMEs
53 citations
Cites methods from "The knowledge-creating company : ho..."
...Finally, to provide the foundations for comparison with our study, case study methodology could be used to investigate MCKM in relation to the knowledge spiral (Nonaka & Takeuchi, 1995)....
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TL;DR: In this article, the authors present an integrated framework that represents the information-based view on network performance and its theoretical mechanisms, which can be used to increase the understanding and ability of practitioners to manage their networks and set the agenda for future network performance research.
Abstract: markdown____
In the last thirty years, global developments including advancements in ICT and process and product modularization have made the network form of organization more widespread than ever before. In many industries large vertically integrated organizations have been supplanted by flexible networks of independent organizations. In other industries and sectors, individual organizations continue to operate through the traditional organizational form of a business network. The proliferation of business networks presses the need to move theoretical development on processes and outcomes forward, beyond actor and dyadic level to the whole network level of analysis. Network performance studies however, have been scattered both across time and across management disciplines, and offer diverse concepts, measures and drivers, which slows down the theoretical build up. A related problem is that the conceptual issue of what constitutes performance on network level, has been left unaddressed. The main purpose of this dissertation is therefore to conceptualize and explain the performance of interorganizational networks. This is done by executing three studies: conceptualization research laboratory experiments and a field case study. Step by step an integrated framework is built in this dissertation that represents the information-based view on network performance and its theoretical mechanisms. This dissertation pushes the boundaries of knowledge on network performance, increases the understanding and ability of practitioners to manage their networks and sets the agenda for future network performance research.
53 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