The knowledge-creating company : how Japanese companies create the dynamics of innovation
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Cites background from "The knowledge-creating company : ho..."
...We have also seen multi-participant decision making (MDSS), some in the form of group decision support systems (GDSS) and others as meeting systems facilitating unstructured, creative decision processes....
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112 citations
112 citations
112 citations
Cites background from "The knowledge-creating company : ho..."
...The process of knowledge creation requires communication and sense-making capabilities among organization’s members to translate acquired knowledge that suits the organization’s context (Nonaka and Takeuchi, 1995; Sthyre et al., 2002)....
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...…Growth Communication AppropriatenessParticipation Structural Organisational Knowledge Sharing PAGE 344 j JOURNAL OF KNOWLEDGE MANAGEMENTj VOL. 16 NO. 2 2012 organization (Becerra-Fernandez and Sabherwal, 2010; Davenport and Prusak, 1998; Desouza and Evaristo, 2003; Nonaka and Takeuchi, 1995)....
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...In addition, externalization of an individual’s knowledge leads to the availability and sometimes redundancy of knowledge, which is claimed as a prerequisite for innovation (Nonaka and Takeuchi, 1995)....
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...Clearly linking the change initiative to the vision could enhance employees’ involvement in and contribution to the implementation of change initiatives (Davenport et al., 1996; Gold et al., 2001; Nonaka and Takeuchi, 1995)....
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...New knowledge is claimed to emerge during the interaction among the knowledge units through four processes: socialization, externalization, combination and internalization (Nonaka and Konno, 1998; Nonaka and Takeuchi, 1995)....
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References
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