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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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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
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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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Vesa Harmaakorpi,Helinä Melkas +1 more
TL;DR: In this article, a knowledge management system for a regional innovation network is designed, where explicit and tacit knowledge, self-transcending knowledge, and considerations of knowledge vision as well as methods from futures studies are incorporated into the system.
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TL;DR: The paper attempts to find out the pattern of KM systems in two learning organisations (high learning and low learning), and sheds some light on different themes of KM existent in low and high learning organisations and how they differ in their KM attributes.
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Which knowledge? Whose reality? An overview of knowledge used in the development sector
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