The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Hirotaka Takeuchiamazon.com
The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
A hypertext structure, which is a synthesis of bureaucracy and task force, reaps benefits from both.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Bureaucracy and task force are two opposing organizational structures that have been around a long time. Bureaucracy, which is a highly formalized, specialized, and centralized structure, works well in conducting routine work efficiently on a large scale. The task force, on the other hand, is flexible, adaptive, dynamic, and participative, and is p
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Organizational knowledge is also created through an interactive process.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
In our view, middle managers play a key role in the organizational knowledge-creation process. They have a lot of knowledge, being positioned at the intersection of the vertical and horizontal flows of information in the company, which qualifies them to serve as team leaders. But our view is not in accord with the badgering they have been receiving
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Second, companies need to make sure that a self-organizing project team is overseeing the new-product development process.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
To foster a high degree of commitment from members of the organization, a knowledge vision should purposefully be left equivocal and open ended. A more equivocal vision gives members of the organization the freedom and autonomy to set their own goals, making them more committed to figuring out what the ideals of the top really mean.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
If companies will “train, train, train these knowledge workers, they will learn, learn, learn,” goes the popular thinking.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Much of the knowledge about production which Nissan has so painstakingly built up over the past several decades can, of course, be put into words and numbers. But much of it is locked up within the brains of individuals. (Nonaka, 1992, p. 28)
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Japanese engineers learned how to externalize tacit knowledge into explicit knowledge, and internalized it. American engineers learned how to socialize tacit knowledge from interaction with other people or direct experience on-site, and internalized it. Discovering and remedying weaknesses, both at the individual and organizational levels, hold the
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