The Knowledge-Creating CompanyHarvard Business Review Press, 2008. dec. 11. - 72 oldal In a world where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge. The best companies survive by consistently creating new knowledge, disseminating it widely throughout the organization, and quickly leveraging it in their business processes and their products. In The Knowledge-Creating Company, Ikujiro Nonaka shows how your company can exploit its knowledge to continually innovate and reinvent itself in the face of relentless change. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world. |
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... Theory of Automobile Evolution” a meaningful design concept for a new car? And yet, this phrase led to the creation of the Honda City, Honda's innovative urban car. Why is a beer can a useful. I ...
... Theory of Automobile Evolution” a meaningful design concept for a new car? And yet, this phrase led to the creation of the Honda City, Honda's innovative urban car. Why is a beer can a useful. I ...
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Ikujiro Nonaka. innovative urban car. Why is a beer can a useful analogy for a personal copier? Just such an analogy caused a fundamental ... Theory of Automobile Evolution, analogies like that between a personal copier and a beer.
Ikujiro Nonaka. innovative urban car. Why is a beer can a useful analogy for a personal copier? Just such an analogy caused a fundamental ... Theory of Automobile Evolution, analogies like that between a personal copier and a beer.
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according activities analogy approach articulate baker become beer begin bread bread-making machine build Canon challenge combination commitment communicate company’s context continuous contradictions convert creating creating new knowledge decision difficult distinctive dough drum embody employees engine especially eventually example experience explicit knowledge express extremely fact figurative fundamental groups hard helps highly Honda ideal ideas important individual innovation insight International intuitions invent Japanese companies kind knowledge base knowledge creation knowledge-creating company language leader leading learns machine manufacture Matsushita mean metaphor middle managers organization organizational Osaka International Hotel personal copier perspective phrase practices product concept product-development proposed reality reason redundancy responsibilities role Senior managers sense shared Sharp slogan specifications step strategic successful suggest tacit knowledge Tall team members techniques technologies Theory top management traditional understand whole