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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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TL;DR: Model-Eliciting Activities (MEAs) as mentioned in this paper are a form of case study team problem-solving that elicits from students conceptual models that they iteratively revise in problem solving.
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Organizational culture in knowledge creation, creativity and innovation: Towards the Freiraum model
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TL;DR: Understanding is extended of how aspects of organizational culture, including leadership and social conditions, influence organizational performance in terms of improving knowledge creation processes related to creativity, and fostering innovation.
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EDITORIAL: Bridging the knowing–doing gap: know‐who, know‐what, know‐why, know‐how and know‐when
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Exploring Knowledge Creation Processes as a Source of Organizational Learning: A Longitudinal Case Study of a Public Innovation Project
TL;DR: In this article, the authors reestablish the link between theories of organizational learning and knowledge creation and propose a framework that proposes how the two streams of literature complement each other, how they are similar, and how they differ.
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