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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Book•
21 Mar 2016
TL;DR: This book is a much needed compilation by leading scholars in the field that gathers together the theories that guide the understanding of authorship, citing, and impact.
Abstract: Scientometrics have become an essential element in the practice and evaluation of science and research, including both the evaluation of individuals and national assessment exercises. This book brings together the theories that guide informetrics and scholarly communication research. It is a much needed compilation by leading scholars in the field that gathers together the theories that guide our understanding of authorship, citing, and impact.
50 citations
TL;DR: The authors examines the English Beacon Council Scheme, established by central government to reward excellence in service delivery and to disseminate good practice across local government, using data from a national survey (N =?314) and seventy-two interviews from twelve case studies.
Abstract: This article examines the English Beacon Council Scheme, established by central government to reward excellence in service delivery and to disseminate good practice across local government. Using data from a national survey (N?=?314) and seventy-two interviews from twelve case studies, this article examines three research questions. First, how much learning takes place at or through Beacon Council events? Second, to what extent has this learning led to implementation of service and corporate changes in local authorities? Third, what are the enablers and barriers of inter-organizational learning and change from the Beacon Council Scheme? The article demonstrates that the Beacon Council Scheme is relatively successful in sharing good practice but there is uncertainty over where the Scheme fits into the local government modernization agenda. Lessons learnt from sharing good practice in the Beacon Council Scheme may be applicable to other areas of the public sector, in the UK and beyond.
50 citations
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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TL;DR: In this article, the authors demonstrate which qualities are common to interactions between innovative businesses, and which resources can be exchanged as a result of these relationships, through the identification of network gaps or strategic network positions, they also provide policy recommendations for regional management.
Abstract: For the transmission of implicit knowledge, personal interaction is needed. This takes place within a spatial context. A region serves as a sourcing platform for knowledge services. Using an empirical investigation in the Ingolstadt region, this paper demonstrates which qualities are common to interactions between innovative businesses, and which resources can be exchanged as a result of these relationships. Through the identification of network gaps or strategic network positions, the paper also provides policy recommendations for regional management.
50 citations
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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06 Jan 2003
TL;DR: Problems associated with traditional PM scenarios are reviewed, how collaborative PM can provide solutions are explained, a comparison of current commercial collaborative PM tools are presented, and a collaborative PM architecture is proposed to address the challenges facing distributed projects teams.
Abstract: The project management (PM) paradigm is rapidly shifting due to business globalization and information technology (IT) advances that support distributed and virtual project teams. Traditional PM focuses on a single project at a single location according to R. Evaristo and P. C. van Fenema (1999) and is more concerned with project inputs and outputs than with project process by J. R. Turner (2000). Management in the past implied projects were conducted with a top down view by K. J. Cleetus et al. (1996). The PM paradigm has begun to change due to the increasing number of distributed projects involving project collaborators from different locations, organizations, and cultures according to N. D. Jonsson et al. (2001). Current and future PM are more concerned with tracking project work processes and efficient and effective sharing of information and knowledge, among project contributors. High-levels of collaboration become essential for distributed project success. Task interdependence and member distribution across time, space, and technology make high degrees of collaboration necessary to accomplish project work. Adequate and timely sharing of information, and knowledge in all directions, proactive change management, and process monitoring are some of the important factors required for successful project collaboration according to F. Maurer (1996). In this article, we review problems associated with traditional PM scenarios, explain how collaborative PM can provide solutions, present a comparison of current commercial collaborative PM tools, and propose a collaborative PM architecture to address the challenges facing distributed projects teams.
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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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