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.
Citations
More filters
TL;DR: In this paper, the authors illustrate how knowledge management can enable schools to examine the plethora of data they collect and how an ecological framework can be used to transform these data into meaningful information.
Abstract: Although there has been a great deal of recognition in the business world that information and knowledge management can be vital tools in organizations, it is only recently that educational administrators and teachers have begun to look at how they might use information systems to assist in creating effective learning environments. In the business research environment, the evolution from data to information and from information to knowledge plays a leading role in shaping how organizations develop strategies and plans for the future. Using examples from schools, this paper illustrates how knowledge management can enable schools to examine the plethora of data they collect and how an ecological framework can be used to transform these data into meaningful information.
121 citations
TL;DR: Knowledge translation is considered a cross‐cutting, nonlinear process that involves not only recent research findings but also knowledge that is created from the dynamic interaction of people who come together to solve public health problems, to learn, and ultimately to drive productive change.
Abstract: We discuss the “know-do gap,” present a definition of knowledge translation, and discuss its relative importance in bridging the know-do gap. Some of the underlying causes of the know-do gap are listed, along with ongoing efforts to address them. Knowledge translation is considered a cross-cutting, nonlinear process that involves not only recent research findings but also knowledge that is created from the dynamic interaction of people who come together to solve public health problems, to learn, and ultimately to drive productive change. We also mention some of the activities undertaken by the World Health Organization in regards to knowledge translation. The search strategy has been nonsystematic, and reference is made to selected sources only.
120 citations
TL;DR: Managers who want to stimulate knowledge sharing processes and performance within work teams may be advised to take measures to prevent disagreement between team members and to enhance team cohesiveness.
Abstract: Purpose
The purpose of this study was to explore the effects of disagreement and cohesiveness on knowledge sharing in teams, and on the performance of individual team members.
120 citations
Cites background from "The knowledge-creating company : ho..."
...More specifically, we focus on knowledge sharing behavior, as this is both a basic element of the team learning process (Wilson et al. 2007) and a condition for organizational learning (Hoopes and Postrel 1999; Nonaka and Takeuchi 1995)....
[...]
TL;DR: In this paper, an experience feedback process model and conceptual graphs are used for the clarification of explicit knowledge and know-how, the aim of which is to get lessons learned descriptions that are significant, correct and applicable.
120 citations
Cites background from "The knowledge-creating company : ho..."
...This framework is defined considering requirements about interoperability of networked organizations within a global continuous improvement process....
[...]
Book•
05 Mar 2004
TL;DR: In this paper, the authors present a fact-based, comprehensive insight to the increasing challenges of today's drug development, which is worth reading not only for newcomers to the industry but also for industry professionals who want to understand the big picture.
Abstract: "It's time for a paradigm shift in pharmaceutical R&D. This book will tell you why."
Dr. Goetz Baumann, Business Unit Manager, Hoffmann-La-Roche Germany.
"This book offers a fact based, comprehensive insight to the increasing challenges of today's drug development. Well worth reading not just for newcomers to the industry but also for industry professionals who want to understand the big picture." Dr. Pius Renner, Head of Strategic Planning, Novartis.
"Pharmaceutical innovation is in crisis. The industry will have to change both its innovation processes and its business models in order to reverse these trends. The authors have marshalled together an impressive array of research in one volume. This book should prove to be an indispensable resource for all participants in the pharmaceutical industry." Prof. Henry Chesbrough, Executive Director, Center for Open Innovation, Haas School of Business, University of California, Berkeley.
120 citations
References
More filters
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