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. |
Részletek a könyvből
1 - 5 találat összesen 10 találatból.
. oldal
... example, the advice on how to distill objective and transferable, or “explicit,” knowledge from tacit knowledge— with a vivid illustration of Matsushita Electric's efforts to build a better bread-making machine—is both arresting and ...
... example, the advice on how to distill objective and transferable, or “explicit,” knowledge from tacit knowledge— with a vivid illustration of Matsushita Electric's efforts to build a better bread-making machine—is both arresting and ...
. oldal
... examples: How is the slogan “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 ...
... examples: How is the slogan “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 ...
. oldal
... example suggests, sometimes it can take unexpected forms. In 1985, product developers at the Osaka-based Matsushita Electric Company were hard at work on a new home bread-making machine. But they were having trouble getting the machine ...
... example suggests, sometimes it can take unexpected forms. In 1985, product developers at the Osaka-based Matsushita Electric Company were hard at work on a new home bread-making machine. But they were having trouble getting the machine ...
. oldal
... example, when Ikuko Tanaka apprentices herself to the head baker at the Osaka International Hotel, she learns his tacit skills through observation, imitation, and practice. They become part of her own tacit knowledge base. Put another ...
... example, when Ikuko Tanaka apprentices herself to the head baker at the Osaka International Hotel, she learns his tacit skills through observation, imitation, and practice. They become part of her own tacit knowledge base. Put another ...
. oldal
... example, when a comptroller of a company collects information from throughout the organization and puts it together in a financial report, that report is new knowledge in the sense that it synthesizes information from many different ...
... example, when a comptroller of a company collects information from throughout the organization and puts it together in a financial report, that report is new knowledge in the sense that it synthesizes information from many different ...
Más kiadások - Összes megtekintése
Gyakori szavak és kifejezések
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