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The knowledge-creating company : how Japanese companies create the dynamics of innovation
TLDR
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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Journal ArticleDOI
Learning How and Learning What: Effects of Tacit and Codified Knowledge on Performance Improvement Following Technology Adoption
TL;DR: Examination of effects of tacit and codified knowledge on performance improvement as organizations gain experience with a new technology suggests improvement rate heterogeneity across organizations will be more heterogeneous for dimensions of performance that rely on tacit knowledge.
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Knowledge sharing, intellectual capital and firm performance
TL;DR: In this paper, the authors investigated the impact of knowledge sharing on firm performance and the mediating role of intellectual capital (IC) and found that tacit knowledge sharing significantly contributes to all three components of IC, namely human, structural and relational capital, while explicit KS only has a significant influence on human and structural capital.
Journal Article
Building up and reasoning about architectural knowledge
TL;DR: A use-case model for an architectural knowledge base, together with its underlying ontology, is described and a small case study in which available architectural knowledge is model in a commercial tool, the Aduna Cluster Map Viewer, which is aimed at ontology-based visualization.
Journal ArticleDOI
Managing Strategic Nets A Capability Perspective
Kristian Möller,Senja Svahn +1 more
TL;DR: In this article, the authors focus on the management of strategic business networks and suggest a classification system for different types of strategic nets, identify key management issues that arise in operating in a network context, and consequently identify the basic capabilities required in managing different kinds of strategic networks.
Proceedings ArticleDOI
CoScripter: automating & sharing how-to knowledge in the enterprise
TL;DR: Through usage log analysis and interviews with users, it is shown that CoScripter has addressed many user automation and sharing needs, to the extent that more than 50 employees have voluntarily incorporated it into their work practice.
References
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Knowing in Practice: Enacting a Collective Capability in Distributed Organizing
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