The knowledge-creating company : how Japanese companies create the dynamics of innovation

Home
/
Papers
/
The knowledge-creating company : how Japanese companies create the dynamics of innovation

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.

read less

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 moreread less

Citations

PDF

Open Access

More filters

Journal Article•DOI•

Distinguishing knowledge-sharing, knowledge-construction, and knowledge-creation discourses

[...]

Jan van Aalst¹•Institutions (1)

University of Hong Kong¹

20 Jun 2009

TL;DR: The study reported here sought to obtain the clear articulation of asynchronous computer-mediated discourse needed for Carl Bereiter and Marlene Scardamalia’s knowledge-creation model by applying a coding scheme to the asynchronous online discourses of four groups of secondary school students.

...read moreread less

Abstract: The study reported here sought to obtain the clear articulation of asynchronous computer-mediated discourse needed for Carl Bereiter and Marlene Scardamalia’s knowledge-creation model. Distinctions were set up between three modes of discourse: knowledge sharing, knowledge construction, and knowledge creation. These were applied to the asynchronous online discourses of four groups of secondary school students (40 students in total) who studied aspects of an outbreak of Severe Acute Respiratory Syndrome (SARS) and related topics. The participants completed a pretest of relevant knowledge and a collaborative summary note in Knowledge Forum, in which they self-assessed their collective knowledge advances. A coding scheme was then developed and applied to the group discourses to obtain a possible explanation of the between-group differences in the performance of the summary notes and examine the discourses as examples of the three modes. The findings indicate that the group with the best summary note was involved in a threshold knowledge-creation discourse. Of the other groups, one engaged in a knowledge-sharing discourse and the discourses of other two groups were hybrids of all three modes. Several strategies for cultivating knowledge-creation discourse are proposed.

...read moreread less

243 citations

Cites background or methods from "The knowledge-creating company : ho..."

...acceptance in education, it has become difficult to distinguish knowledge building from constructivist learning, and Bereiter and Scardamalia have begun to favor the term “knowledge creation,” which is well established in the literature on innovation (Gundling 2000; Nonaka and Takeuchi 1995)....
[...]
...Drawing from Bereiter’s analysis and work on expansive learning and knowledge-creating companies (Engeström 2001; Nonaka and Takeuchi 1995), Paavola et al....
[...]
...Commitment to shared goals within a team is also important in a variety of other innovative contexts (Gundling 2000; Lencioni 2002; Nonaka and Takeuchi 1995)....
[...]
...…Bereiter and Scardamalia have begun to favor the term “knowledge creation,” which is well established in the literature on innovation (Gundling 2000; Nonaka and Takeuchi 1995).1 The term refers to a set of social practices that advance the state of knowledge within a community over time (Paavola…...
[...]
...The term “knowledge creation” is used in the literature on expertise and innovation to describe how companies, organizations, and academic fields develop the ideas needed to sustain innovation (e.g. Engeström 2001; Gundling 2000; Nonaka and Takeuchi 1995)....
[...]

Journal Article•DOI•

Activities, context and ubiquitous computing

[...]

Paul Prekop¹, Mark Burnett¹•Institutions (1)

Defence Science and Technology Organisation¹

01 Jul 2003-Computer Communications

TL;DR: It is argued that context-aware applications capable of supporting complex, cognitive activities can be built from a model of context called Activity-Centric context, and the model is illustrated via a detailed example.

...read moreread less

242 citations

Cites background from "The knowledge-creating company : ho..."

...From a knowledge management perspective, capturing and exploiting the context that surrounds an artefact may be one potential way to capture the tacit understanding [27] that existed when the artefact was created....
[...]

Journal Article•DOI•

Regional Social Capital: Why it Matters

[...]

Edward J. Malecki¹•Institutions (1)

Ohio State University¹

28 Aug 2012-Regional Studies

TL;DR: In this paper, Malecki et al. defined social capital as a culture of interaction among people, with productive economic outcomes Social capital promotes regional learning both within a region and beyond, as it reinforces openness to the ideas of others.

...read moreread less

Abstract: Malecki E J Regional social capital: why it matters, Regional Studies Social capital refers to a culture of interaction among people, with productive economic outcomes Social capital promotes regional learning both within a region and beyond, as it reinforces openness to the ideas of others Regional cultures vary in the degree to which people – individually and within their organizations – trust and interact with one another, which is why regional outcomes vary Innovation, learning and entrepreneurship – key processes of regional development – take place largely within and among people as members of companies and territorial organizations Innovative milieus, industrial districts and knowledge economies are among the regions with extraordinary pools of social capital Malecki E J 区域社会资本：有何相关性，区域研究。社会资本指一种人与人之间互动的文化，同时产生生产性经济结果。由于强化了人与人之间理念的互通，社会资本能够促进区域内外的区域性学习。不同个体之间及其组织间的信任与互动程度存在不同程度的差异, 这正是不同区域存在差异的原因。作为区域发展中的核心过程，创新、学习以及公司多出现在公司以及领域性组织成员内部及相互之间。创新、产业区以及知识经济往往存在于拥有突出社会资本的区域。社会资本学习型区域创新学习

...read moreread less

242 citations

Cites background from "The knowledge-creating company : ho..."

...After acquiring knowledge, it is absorbed through the complex and time-consuming spiral of knowledge acquisition proposed by N onaka and T akeuchi (1995) ....
[...]
...After acquiring knowledge, it is absorbed through the complex and time-consuming spiral of knowledge acquisition proposed by NONAKA and TAKEUCHI (1995)....
[...]
...He finds that the strongest social capital of Japanese firms is internal to the firms – to a large degree, an intentional product of efforts to build ‘knowledge-creating companies’ (NONAKA and TAKEUCHI, 1995; NONAKA and TOYAMA, 2005)....
[...]

Posted Content•

Critical Factors for Knowledge Management in Project Business

[...]

Petri Helo¹, Tauno Kekäle¹, Mian M. Ajmal², Mian M. Ajmal¹, Mian M. Ajmal³ - Show less +1 more•Institutions (3)

University of Vaasa¹, Abu Dhabi University², University of Oulu³

16 May 2010-Social Science Research Network

TL;DR: The study finds that a lack of incentives and the absence of an appropriate information system are the most significant barriers to successful KM initiatives in projects.

...read moreread less

Abstract: Purpose – The purpose of this study is to identify and examine various factors that influence the success or failure of knowledge management (KM) initiatives in project-based companies. Design/methodology/approach – Following a literature review, the study proposes a conceptual model of six factors of potential importance to the success of KM initiatives. The model is then examined through an online survey of project managers and assistant managers from project-based businesses in Finland.Findings – The study finds that a lack of incentives and the absence of an appropriate information system are the most significant barriers to successful KM initiatives in projects.Research limitations/implications – The findings of the study may be restricted in terms of generalisability because of the limited empirical study.Practical implications – Project managers should formulate an attractive incentive package to encourage project members to participate in KM initiatives and to suggest ideas for new KM opportunities. Managers should also ensure that an effective user-friendly information system is in place before introducing KM initiatives.Originality/value – The study proposes a new model of critical success factors for KM initiatives in the context of project-based business.

...read moreread less

241 citations

Cites background from "The knowledge-creating company : ho..."

...In terms of the well-known four-step model of knowledge creation suggestion by Nonaka and Takeuchi (1995), which included the steps of ‘‘socialisation’’, ‘‘externalisation’’, ‘‘combination’’, and ‘‘internalisation’’ (SECI), the factor of coordination proposed in the present model can be said to…...
[...]
...A key element for success in any KM initiative is encouraging people to communicate and share their knowledge with others (Nonaka and Takeuchi, 1995)....
[...]

Journal Article•DOI•

Influence of transformational leadership on organizational innovation and performance depending on the level of organizational learning in the pharmaceutical sector

[...]

Víctor J. García-Morales¹, Fernando Matías‐Reche, Nuria Hurtado-Torres•Institutions (1)

University of Granada¹

04 Apr 2008-Journal of Organizational Change Management

TL;DR: In this paper, the influence of transformational leadership on organizational innovation and performance was examined in a sample of 164 pharmaceutical firms and a global model was formulated and the hypotheses were tested using structural equations.

...read moreread less

Abstract: Purpose – This empirical study aims to examine the influence of transformational leadership (TL) on organizational innovation (OI) and performance (OP) depending on the level of organizational learning in technological firms.Design/methodology/approach – The research examined a sample of 164 pharmaceutical firms. A global model is formulated and the hypotheses are tested using structural equations.Findings – First, the study shows a positive relation between TL and OI, between TL and OP and between OI and OP. Second, the study verifies that these relationships are more strongly reinforced in organizations with high‐organizational learning than in organizations with low levels of organizational learning. Third, the study supports the theoretical arguments made but not demonstrated empirically in the prior literature.Practical implications – Organizational learning takes places in a technological community of interaction in which knowledge is created and expands in a constant dynamic between the tacit and t...

...read moreread less

240 citations

Cites background from "The knowledge-creating company : ho..."

...…capacity for systems thinking and shared vision (Coad and Berry, 1998; McGill et al., 1992; Senge et al., 1994), and qualities that foster interpersonal and collective shared spaces where knowledge for innovation is created and shared (Nonaka and Takeuchi, 1995; Slater and Narver, 1995)....
[...]
..., 1994), and qualities that foster interpersonal and collective shared spaces where knowledge for innovation is created and shared (Nonaka and Takeuchi, 1995; Slater and Narver, 1995)....
[...]
...Organizational learning and OI are dynamic capabilities united in the achievement of sustainable competitive advantages (Nonaka and Takeuchi, 1995; Calantone et al., 2002)....
[...]
...Thus, the process of organizational knowledge creation by which new knowledge is drawn from existing knowledge (organizational learning) stimulates OI (Cohen and Levinthal, 1990; Nonaka and Takeuchi, 1995)....
[...]
...This process takes place within a community of interaction in which knowledge is created and expands in a constant dynamic between the tacit and the explicit (Nonaka and Takeuchi, 1995)....
[...]

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
…
31
32
33
34
35
36
37
…
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
150
151
152
153
154
155
156
157
158
159
160
161
162
163
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
186
187
188
189
190
191
192
193
194
195
196
197
198
199
200

Collapse

References

PDF

Open Access

More filters

Journal Article•DOI•

Review: Knowledge management and knowledge management systems: conceptual foundations and research issues

[...]

Maryam Alavi¹, Dorothy E. Leidner²•Institutions (2)

Emory University¹, Texas Christian University²

01 Mar 2001-Management Information Systems Quarterly

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.

...read moreread less

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.

...read moreread less

9,531 citations

Journal Article•DOI•

Knowledge Management: An Organizational Capabilities Perspective

[...]

Andrew H. Gold, Arvind Malhotra, Albert H. Segars

31 May 2001-Journal of Management Information Systems

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.

...read moreread less

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.

...read moreread less

4,646 citations

Journal Article•DOI•

Managing the co-creation of value

[...]

Adrian Payne¹, Kaj Storbacka², Pennie Frow³•Institutions (3)

University of New South Wales¹, Nyenrode Business University², University of Sydney³

01 Mar 2008-Journal of the Academy of Marketing Science

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.

...read moreread less

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.

...read moreread less

3,114 citations

Journal Article•DOI•

The Influence of Intellectual Capital on the Types of Innovative Capabilities

[...]

Mohan Subramaniam¹, Mark Youndt²•Institutions (2)

Boston College¹, Skidmore College²

01 Jun 2005-Academy of Management Journal

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.

...read moreread less

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

...read moreread less

3,008 citations

Journal Article•DOI•

Knowing in Practice: Enacting a Collective Capability in Distributed Organizing

[...]

Wanda J. Orlikowski¹•Institutions (1)

Massachusetts Institute of Technology¹

01 May 2002-Organization Science

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.

...read moreread less

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.

...read moreread less

2,670 citations