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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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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
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.
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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: It is suggested that the competence to do global product development is both collective and distributed, grounded in the everyday practices of organizational members, and not a static embedded capability or stable disposition.
References
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Engaging environments: tacit knowledge sharing on the shop floor
TL;DR: The results indicated that sharing of tacit knowledge is facilitated by an engaging environment, such as those found in automated production lines.
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Essential Formal Mentor Characteristics and Functions in Governmental and Non-Governmental Organizations from the Program Administrator's and the Mentor's Perspective
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Les systèmes de connaissances
TL;DR: The author of this book is participating for nearly twenty years in designing Knowledge Management systems in various organizations, and describes the theoretical aspects that are necessary to understand Knowledge Systems.
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Management classes as online learning communities
TL;DR: The concept of “online learning communities” is proposed as an organizing frame for developing online learning systems in the context of business education and some examples of online learning communities in business and academic institutions are described.
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Teaching as a Knowledge-based Activity
TL;DR: In this paper, the many knowledge inputs that underpin teaching can be categorised in various ways depending on point of view and analytical purpose, and five different ways of describing the knowledge base are set out.
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