Open AccessBook
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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Determinants of the Use of Relational and Nonrelational Information Sources
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Innovation in the Era of IoT and Industry 5.0: Absolute Innovation Management (AIM) Framework
TL;DR: The present study has proposed a new innovation management framework labeled as “Absolute Innovation Management (AIM” to make innovation more understandable, implementable, and part of the organization’s everyday routine by synergizing the innovation ecosystem, design thinking, and corporate strategy to achieve competitive advantage and economic growth.
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Value Creation Potential of Intellectual Capital in Biotechnology - Empirical Evidence from Finland
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The Sociological Ambivalence of Bureaucracy: From Weber via Gouldner to Marx
TL;DR: In this paper, an unconventional reading of Marx's "iron cage" is proposed as a way to make sense of this ambivalence, arguing that although bureaucracy's enabling role may sometimes be salient to employees, even when it is, bureaucracy typically appears to them as ambivalent, simultaneously enabling and coercive.
Proceedings Article
Back to the Future: From Knowledge Management to Data Management
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TL;DR: This paper argues for a return to fundamentals as the authors enter the new millennium, and eschew IT-enabled Knowledge Management, both in theory and in practice, and develops a model that provides a tentative means of distinguishing between these terms.
References
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Journal ArticleDOI
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.
Journal ArticleDOI
Knowledge Management: An Organizational Capabilities Perspective
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.
Journal ArticleDOI
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.
Journal ArticleDOI
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.
Journal ArticleDOI
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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