The knowledge-creating company : how Japanese companies create the dynamics of innovation
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Cites background from "The knowledge-creating company : ho..."
...…has shifted emphasis onto competencies, capabilities and knowledge as critical strategic assets for sustainable advantage and also emphasized the importance of the management of knowledge and learning as means to organizational transformation (Nonaka and Takeuchi 1995; Easterby Smith et al. 1999)....
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Cites background from "The knowledge-creating company : ho..."
...In contrast, explicit knowledge is independent from individuals, as well as easily communicated, automated, and storable (Nonaka & Takeuchi, 1995; Polanyi, 1961; Spender, 1994; Teece, 1998)....
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...…a higher value-added potential is supposed: to the business that is able to explicate, combine, and benefit from the implicit knowledge of its employees, competitive advantages are attributed (Nonaka & Takeuchi, 1995), because it can rely on resources that cannot be imitated by their competitors....
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...In contrast, explicit knowledge is independent from individuals, as well as easily communicated, automated, and storable (Nonaka & Takeuchi, 1995 ; Polanyi, 1961 ; Spender, 1994 ; Teece, 1998 )....
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50 citations
Cites background from "The knowledge-creating company : ho..."
...Communication allows people to exchange tacit knowledge, externalization is to turn tacit knowledge into explicit knowledge, internalization is to turn explicit knowledge into tacit knowledge, and combination is to integrate implicit knowledge with explicit knowledge [28, 38]....
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...” There are at least two types of knowledge: tacit knowledge (to know how) and explicit knowledge (to know about facts and theories) [8, 28, 38, 41]....
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References
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