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The knowledge-creating company : how Japanese companies create the dynamics of innovation
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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
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References
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A little knowledge is a dangerous thing: getting below the surface of the growth of 'knowledge work' in Australia
TL;DR: Using the Australian Bureau of Statistics Labour Force Survey, this article examined the claim that there has been a striking growth in knowledge work in advanced economies and found no evidence to support this claim.
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An empirical study on the relationships between knowledge management, knowledge-oriented human resource practices and innovation
TL;DR: In this paper, the authors empirically analyse relationships between human resource (HR) and knowledge management (KM) practices and their effect on the firm's innovation performance and find that knowledge management practices have a negative effect on innovation performance.
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Sources of external organisational learning in small manufacturing firms
Paul E. Bierly,Paula S. Daly +1 more
TL;DR: This paper focuses on identifying external learning sources of Small and Medium-Sized Enterprises (SMEs) and the relationship between externallearning sources and dynamic capabilities, and indicates that learning from customers is a predictor of innovation speed, learning from suppliers is a Predictors of operational efficiency, and learning from other industries is a predictors of superior process technologies.
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Negotiate, reciprocate, or cooperate? The impact of exchange modes on inter-employee knowledge sharing
Alexander Serenko,Nick Bontis +1 more
TL;DR: This is one of the first studies to apply the affect theory of social exchange to study knowledge sharing and the impact of exchange modes – negotiated, reciprocal, generalized, and productive – on inter-employee knowledge sharing is investigated.
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Sharing and Cultivating Tacit Knowledge in an Online Learning Environment.
Meng Yew Tee,Dennis F. Karney +1 more
TL;DR: The results suggest that purposefully developing a ba-like environment may be a useful approach to facilitating online learning, creating a strong potential to support learning processes necessary for students to cultivate tacit knowledge.
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