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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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Managing the co-creation of value
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The Influence of Intellectual Capital on the Types of Innovative Capabilities
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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
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References
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Developing a corporate knowledge management strategy
TL;DR: It was discovered that focusing KM on the Bank’s payments system process helped create value and drive business results and the paper identifies that this strategy is adding value to the organization and increasing knowledge flows across a dispersed and distributed work environment.
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Managing organizational memory with intergenerational knowledge transfer
TL;DR: This research shows how a context conducive to knowledge transfer was developed, and concludes that this context allowed both explicit and tacit knowledge to be transferred.
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Managing knowledge in the context of sustainable construction
M Shelbourn,Dino Bouchlaghem,Chimay J. Anumba,Patricia M. Carrillo,Malik M.A. Khalfan,Jacqueline Glass +5 more
TL;DR: Sustainable construction is seen as the application of sustainable practices to the activities of the construction sector as a means of overcoming the obstacles of capturing and managing the knowledge required by project teams to effect such change.
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A Distributed Cognition Perspective on Newcomers' Change Processes: The Management of Cognitive Uncertainty in Two Investment Banks:
TL;DR: The authors examined newcomers' cognitive change processes in two investment banks during their socialization, and examined how the two banks managed the duration of junior employees' socialization in a two-year study.
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The co-creative practice of forming a value proposition
TL;DR: Using practice theory and an empirical illustration of reciprocal exchange of knowledge between resource-integrating actors, the authors contributes to Service-Dominant Logic by deepening the undersaving notion of knowledge exchange.
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