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The knowledge-creating company : how Japanese companies create the dynamics of innovation
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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.read more
Citations
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Is the V-form the Next Generation Organisation? An Analysis of Challenges, Pitfalls and Remedies of ICT-enabled Virtual Organisations Based on Social Capital Theory:
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Management of science, serendipity, and research performance: Evidence from a survey of scientists in Japan and the U.S.
TL;DR: In this paper, the authors investigate the effects of the division of labour in management and science on serendipity, which has been considered one of the great factors in science and find that if the managerial role is played by a leading scientist in the team, this is positively associated with the quality of the paper through allowing researchers to pursue serendippitous findings.
The knowledge based-view of the firm: from theoretical origins to future implications
TL;DR: The knowledge-based view of the firm is a recent extension of the Resource-based approach as discussed by the authors, which is considered to be a very special strategic resource that does not depreciate in the way traditional economic productive factors do and can generate increasing returns.
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Organizational measures as a form of knowledge management: a multitheoretic, communication-based exploration
Jennifer K. Lehr,Ronald E. Rice +1 more
TL;DR: This article summarizes and applies four theoretical approaches-- organizational learning, sense-making, quality management, and critical theory--to explore how measures are constructed, interpreted, and used within organizational settings as forms of knowledge management.
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Introduction: Building Knowledge Bases and Improving Systems of Practice
Anne Morris,James Hiebert +1 more
TL;DR: The authors identify four features that characterize the processes used by a diverse set of outside-of-education systems to build knowledge for improving professional practice: shared goals across the system; visible, tangible, changeable products; small tests of small changes; and multiple sources of innovation from throughout the system.
References
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Review: Knowledge management and knowledge management systems: conceptual foundations and research issues
Maryam Alavi,Dorothy E. Leidner +1 more
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.
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Knowledge Management: An Organizational Capabilities Perspective
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.
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Managing the co-creation of value
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.
Journal ArticleDOI
The Influence of Intellectual Capital on the Types of Innovative Capabilities
Mohan Subramaniam,Mark Youndt +1 more
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.
Journal ArticleDOI
Knowing in Practice: Enacting a Collective Capability in Distributed Organizing
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.
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