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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TL;DR: In this article, a study of firms in Croatia suggests that knowledge management positively affects organizational outcomes of firm innovation, product improvement and employee improvement, and the importance of the management of knowledge and not just the presence of knowledge as their model results indicate insignificant results between employee knowledge-based capability and the organizational outcomes.
179 citations
TL;DR: The application of e‐learning as a medium for workplace learning, as a form of adult learning and organisational learning from a theoretical point of view, and the challenges facing the further development of e-learning solutions targeted at the workplace are explored.
Abstract: Purpose – First, to explore the application of e‐learning as a medium for workplace learning, as a form of adult learning and organisational learning from a theoretical point of view, second, to review empirical studies on recent solutions to pedagogical problems encountered in workplace learning in general and in e‐learning in particular, and finally, to consider the challenges facing the further development of e‐learning solutions targeted at the workplace.Design/methodology/approach – The paper reviews theories of adult learning, workplace learning and organisational learning and brings out main pedagogical implications of these theories from an e‐learning point of view. Some empirical studies in which electronic networks and communication tools have been utilised in workplace learning are also described.Findings – The development of successful e‐learning solutions for the use of work organizations requires integrating research knowledge from different sources: theories of the learning organization, so...
178 citations
Cites background from "The knowledge-creating company : ho..."
...Open dialogue and opportunities to share knowledge are prerequisites for organisational learning (Senge, 1990; Nonaka and Takeuchi, 1995)....
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...The significance of open dialogue, explicating knowledge and sharing ideas is also present in other theories of the learning organisation (Nonaka and Takeuchi, 1995; Senge, 1990)....
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...At its best unintentional and informal learning embedded in everyday practices produces functional tacit knowledge and intuition-like strong views typical of expertise (Bereiter and Scardamalia, 1993; Nonaka and Takeuchi, 1995)....
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TL;DR: In this paper, the authors present new evidence indicating that changing from a traditional human resource management (HRM) environment to an innovative one entails a change not only in formal work practices, but also in the informal networks and patterns of interaction among employees.
Abstract: We present new evidence indicating that changing from a traditional human resource management (HRM) environment to an innovative one entails a change not only in formal work practices, but also in the informal networks and patterns of interaction among employees. We focus on differences in the social capital of these workplaces and measure differences in the structure of interactions and information transfer among employees across a sample of manufacturing lines with a common production technology and different HRM systems. We then consider the implications of these differences and show that the change from one form of workplace practices to the other is therefore not just a matter of paying for the direct costs of a new set of HRM practices. Rather, it would involve a disruptive overhaul in the entire network of interactions among all workers at the plant.
178 citations
Cites background from "The knowledge-creating company : ho..."
...…simply be replaced by operating manuals and standard operating procedures, because information needed for effective problem solving is often “context-specific and relational depend[ing] on the situation and created dynamically in social interactions among people” (Nonaka and Takeuchi, 1995, p. 59)....
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01 Aug 2013
TL;DR: The paper provides a summary and overview of the two strands of knowledge and expertise sharing in CSCW, which, from an analytical standpoint, roughly represent ‘generations’ of research: an ‘object-centric’ and a ‘people-focused’ view.
Abstract: Knowledge Management (KM) is a diffuse and controversial term, which has been used by a large number of research disciplines. CSCW, over the last 20 years, has taken a critical stance towards most of these approaches, and instead, CSCW shifted the focus towards a practice-based perspective. This paper surveys CSCW researchers' viewpoints on what has become called `knowledge sharing' and `expertise sharing'. These are based in an understanding of the social contexts of knowledge work and practices, as well as in an emphasis on communication among knowledgeable humans. The paper provides a summary and overview of the two strands of knowledge and expertise sharing in CSCW, which, from an analytical standpoint, roughly represent `generations' of research: an `object-centric' and a `people-centric' view. We also survey the challenges and opportunities ahead.
177 citations
09 Dec 2011
TL;DR: This book is suitable for both researchers and educators who are interested in using games for educational purposes, as well as game professionals requiring a thorough understanding of issues involved in the application of video games technology into educational settings.
Abstract: The recent re-emergence of serious games as a branch of video games and as a promising frontier of education has introduced the concept of games designed for a serious purpose other than pure entertainment. To date the major applications of serious games include education and training, engineering, medicine and healthcare, military applications, city planning, production, crisis response, to name just a few. If utilised alongside, or combined with conventional training and educational approaches, serious games could provide a more powerful means of knowledge transfer in almost every application domain. Serious Games and Edutainment Applications offers an insightful introduction to the development and applications of games technologies in educational settings. It includes cutting-edge academic research and industry updates that will inform readers of current and future advances in the area. The book is suitable for both researchers and educators who are interested in using games for educational purposes, as well as game professionals requiring a thorough understanding of issues involved in the application of video games technology into educational settings. It is also applicable to programmers, game artists, and management contemplating or involved in the development of serious games for educational or training purposes.
177 citations
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