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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... organizations and of the types of 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 ...
... organizations and of the types of 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 ...
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... organization, and quickly embody it in new technologies and products. These activities define the “knowledge-creating” company, whose sole business is continuous innovation. And yet, despite all the talk about “brainpower” and ...
... organization, and quickly embody it in new technologies and products. These activities define the “knowledge-creating” company, whose sole business is continuous innovation. And yet, despite all the talk about “brainpower” and ...
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... organizational equivalent of selfknowledge—a shared understanding of what the company stands for, where it is going, what kind of world it wants to live in, and, most important, how to make that world a reality. In this respect, the ...
... organizational equivalent of selfknowledge—a shared understanding of what the company stands for, where it is going, what kind of world it wants to live in, and, most important, how to make that world a reality. In this respect, the ...
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... organizational knowledge valuable to the company as a whole. Making personal knowledge available to others is the central activity of the knowledge-creating company. It takes place continuously and at all levels of the organization. And ...
... organizational knowledge valuable to the company as a whole. Making personal knowledge available to others is the central activity of the knowledge-creating company. It takes place continuously and at all levels of the organization. And ...
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... organization. From Tacit to Tacit. Sometimes, one individual shares tacit knowledge directly with another. For example, when Ikuko Tanaka apprentices herself to the head baker at the Osaka International Hotel, she learns his tacit ...
... organization. From Tacit to Tacit. Sometimes, one individual shares tacit knowledge directly with another. For example, when Ikuko Tanaka apprentices herself to the head baker at the Osaka International Hotel, she learns his tacit ...
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