The Knowledge-creating Company: How Japanese Companies Create the Dynamics of InnovationOxford University Press, 1995 - 284 oldal How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself with the master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems. |
Részletek a könyvből
1 - 5 találat összesen 86 találatból.
viii. oldal
Sajnáljuk, az oldal tartalma korlátozott hozzáférésű..
Sajnáljuk, az oldal tartalma korlátozott hozzáférésű..
ix. oldal
Sajnáljuk, az oldal tartalma korlátozott hozzáférésű..
Sajnáljuk, az oldal tartalma korlátozott hozzáférésű..
10. oldal
Sajnáljuk, az oldal tartalma korlátozott hozzáférésű..
Sajnáljuk, az oldal tartalma korlátozott hozzáférésű..
11. oldal
Sajnáljuk, az oldal tartalma korlátozott hozzáférésű..
Sajnáljuk, az oldal tartalma korlátozott hozzáférésű..
12. oldal
Sajnáljuk, az oldal tartalma korlátozott hozzáférésű..
Sajnáljuk, az oldal tartalma korlátozott hozzáférésű..
Tartalomjegyzék
Introduction to Knowledge in Organizations | 3 |
Knowledge and Management | 20 |
Theory of Organizational Knowledge Creation | 56 |
Creating Knowledge in Practice | 95 |
Middleupdown Management Process for Knowledge Creation | 124 |
A New Organizational Structure | 160 |
Global Organizational Knowledge Creation | 197 |
Managerial and Theoretical Implications | 224 |
247 | |
257 | |
Más kiadások - Összes megtekintése
The Knowledge-Creating Company: How Japanese Companies Create the Dynamics ... Ikujiro Nonaka,Hirotaka Takeuchi Korlátozott előnézet - 1995 |
Gyakori szavak és kifejezések
approach argued bottom-up Cartesian dualism Caterpillar competitive copier create knowledge create new knowledge customers cycle development team division dynamic edge electronic electronic organizer epistemology example experience explicit knowledge externalization four modes front-line employees functional global Home Bakery Honda City human hypertext organization ideas importance individuals innovation interaction Jack Welch Japan Japanese companies Japanese language Kao Corp kneading knowl knowledge base knowledge conversion knowledge created knowledge engineers knowledge-creation process learning Matsushita ment mental models metaphor middle managers Mini-Copier Mitsubishi modes of knowledge new-product development Nissan NMUK Nonaka operational organizational culture organizational knowledge creation organizational learning organizational structure philosophy Primera problem product concept product development project team prototype redundancy REGA requisite variety role sharing tacit knowledge Sharp skills socialization strategy synthesis tacit and explicit tacit knowledge task force team members theory thinking tion tional top management top-down traditional Western