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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... insights and intuitions that are difficult to capture and share because people carry them in their heads. Years later, the piece can still startle a reader with its views of organizations and of the types of knowledge that inform them ...
... insights and intuitions that are difficult to capture and share because people carry them in their heads. Years later, the piece can still startle a reader with its views of organizations and of the types of knowledge that inform them ...
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... insights, intuitions, and hunches of individual employees and making those insights available for testing and use by the company as a whole. The key to this process is personal commitment, the employees' sense of identity with the ...
... insights, intuitions, and hunches of individual employees and making those insights available for testing and use by the company as a whole. The key to this process is personal commitment, the employees' sense of identity with the ...
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... insight. A company is not a machine but a living organism. Much like an individual, it can have a collective sense of identity and fundamental purpose. This is the organizational equivalent of selfknowledge—a shared understanding of ...
... insight. A company is not a machine but a living organism. Much like an individual, it can have a collective sense of identity and fundamental purpose. This is the organizational equivalent of selfknowledge—a shared understanding of ...
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... insight that leads to a new patent. A middle manager's intuitive sense of market trends becomes the catalyst for an important new product concept. A shop-floor worker draws on years of experience to come up with a new process innovation ...
... insight that leads to a new patent. A middle manager's intuitive sense of market trends becomes the catalyst for an important new product concept. A shop-floor worker draws on years of experience to come up with a new process innovation ...
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Ikujiro Nonaka. skills. But neither the apprentice nor the master gain any systematic insight into their craft knowledge. Because their knowledge never becomes explicit, it cannot easily be leveraged by the organization as a whole. From ...
Ikujiro Nonaka. skills. But neither the apprentice nor the master gain any systematic insight into their craft knowledge. Because their knowledge never becomes explicit, it cannot easily be leveraged by the organization as a whole. From ...
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