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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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Organizational and managerial challenges in the path toward Industry 4.0
Lara Agostini,Roberto Filippini +1 more
TL;DR: In this paper, the authors carried out a survey involving Italian manufacturing firms and found statistically significant higher levels of a number of organizational and managerial practices for firms with a higher level of adoption of I4.0 technologies.
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Tacit knowledge sharing, self‐efficacy theory, and application to the Open Source community
TL;DR: The self‐efficacy model serves as a useful framework for better understanding the effects of context on tacit knowledge sharing and the Open Source community may provide an ideal set of subjects to whom the model can be applied.
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Virtual knowledge sharing in a cross‐cultural context
TL;DR: The research discovered that three categories of factors were critical in impacting Chinese and American participants’ online knowledge sharing: organizational issues, national cultural differences, and online communities of practice (CoPs).
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Assessing the contribution of knowledge to business performance: the KP 3 methodology
Jae-Hyeon Ahn,Suk-Gwon Chang +1 more
TL;DR: The KP3 methodology developed in this paper assesses the contribution of knowledge to business performance by employing product and process as intermediaries between the two.
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How Customer Portfolio Affects New Product Development in Technology-Based Entrepreneurial Firms:
TL;DR: In this article, the authors focus on how the customer portfolios of technology-based entrepreneurial firms affect new product development and find that customer portfolio size has an inverse U-shaped relationship to the number of new products developed and the more relationally embedded the customer set, the more new products the firm develops.
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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