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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... knowledge that inform them. For 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 ...
... knowledge that inform them. For 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 ...
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... knowledge is transformed into organizational knowledge valuable to the company as a whole. Making personal knowledge ... explicit” knowledge: the product specifications for the bread-making machine. Explicit knowledge is formal and ...
... knowledge is transformed into organizational knowledge valuable to the company as a whole. Making personal knowledge ... explicit” knowledge: the product specifications for the bread-making machine. Explicit knowledge is formal and ...
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... explicit knowledge suggests four basic patterns for creating knowledge in any organization. From Tacit to Tacit. Sometimes, one individual shares tacit knowledge directly with another. For example, when Ikuko Tanaka apprentices herself ...
... explicit knowledge suggests four basic patterns for creating knowledge in any organization. From Tacit to Tacit. Sometimes, one individual shares tacit knowledge directly with another. For example, when Ikuko Tanaka apprentices herself ...
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... knowledge. Because their knowledge never becomes explicit, it cannot easily be leveraged by the organization as a whole. From Explicit to Explicit. An individual can also combine discrete pieces of explicit knowledge into a new whole ...
... knowledge. Because their knowledge never becomes explicit, it cannot easily be leveraged by the organization as a whole. From Explicit to Explicit. An individual can also combine discrete pieces of explicit knowledge into a new whole ...
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