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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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Action and Possibility: Reconciling Dual Perspectives of Knowledge in Organizations
Andrew Hargadon,Angelo Fanelli +1 more
TL;DR: This paper argues that while each of these qualities--empirical and latent--are intrinsic to knowledge in organizations, the understanding of organizational phenomena is essentially incomplete until the relationship between them is considered and a complementary perspective is considered.
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The correlation between organizational culture and knowledge conversion on corporate performance
TL;DR: The results of the questionnaire analyses indicate that an adhocracy culture enables knowledge conversion and enhances corporate performance more than clan and hierarchy cultures.
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Organizational culture as a knowledge repository for increased innovative capacity
TL;DR: In this article, the authors explore and present organizational culture as a bundle of knowledge repositories with storing and information processing capabilities, and propose an intervention tool that suggests various interventions and strategies for targeted change to the audited knowledge layers and an innovation maintenance tool that proposes strategies for maintaining the desired organizational culture archetype.
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Modularity: Implications for Imitation, Innovation, and Sustained Advantage
Frits K. Pil,Susan K. Cohen +1 more
TL;DR: It is proposed that simplified links between design and performance outcomes in modular environments facilitate imitation, and the same reduction in complexity drives development of dynamic capabilities.
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The knowledge management spectrum – understanding the KM landscape
TL;DR: The KM spectrum is introduced as a synthesis of current KM theories, applications, tools and technologies described in the literature to provide a framework within which management can balance its KM focus and establish and communicate its strategic KM direction.
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
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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.
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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.
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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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