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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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Knowledge management in the hospitality industry: A review of empirical research
TL;DR: Knowledge management has emerged over the last decade to become one of the most debated management concepts, but in the hospitality industry knowledge management has not achieved the same scale of applications and empirical research as in other fields as mentioned in this paper.
Posted Content
The impact of network structure on knowledge transfer: An application of social network analysis in the context of regional innovation networks
TL;DR: In this article, the authors analyzed information and knowledge transfer in 16 German regional innovation networks with almost 300 firms and research organizations involved and found that strong ties are more beneficial for the exchange of knowledge and information than weak ties.
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Personal Knowledge Management: The role of Web 2.0 tools for managing knowledge at individual and organisational levels
TL;DR: The paper questions whether Web 2.0 technologies (social software) are a real panacea for the challenges associated with the management of knowledge and enables a new model of personal knowledge management (PKM) that includes formal and informal communication, collaboration and social networking tools.
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Sharing Knowledge Across Projects Limits to ICT-led Project Review Practices
TL;DR: Why cross-project knowledge transfer fails is explored, using data from 13 projects in six organizations to suggest that the knowledge captured is not deemed useful and/or project teams lack awareness that there is knowledge that could be useful to help them improve their processes.
Journal ArticleDOI
First, get your feet wet: The effects of learning from direct and indirect experience on team creativity
TL;DR: In this paper, the authors examine the effects of task experience acquired directly and experience acquired vicariously from others on team creativity in a product-development task and find that direct task experience leads to higher levels of team creativity and more divergent products than indirect task experience.
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