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
In the second phase, tacit knowledge shared by, for example, a self-organizing team is converted to explicit knowledge in the form of a new concept, a process similar to externalization.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Redundancy is important because it encourages frequent dialogue and communication. This helps create a “common cognitive ground” among employees and thus facilitates the transfer of tacit knowledge.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
First, it gives rise to a whole different view of the organization—not as a machine for processing information but as a living organism.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
At Apple Computer, for example, when product development engineers come up with ideas for new products, they build a prototype that embodies those ideas and bring it directly to customers to seek their reaction. Depending on the reaction or feedback, a new round of development may be initiated.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Middle management plays a critical role in creating new concepts through networking of codified information and knowledge. Creative uses of computerized communication networks and large-scale databases facilitate this mode of knowledge conversion.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Samurai education placed a great emphasis on building up character and attached little importance to prudence, intelligence, and metaphysics. Being a “man of action” was considered more important than mastering philosophy and literature, although these subjects constituted a major part of the samurai’s intellectual education.25
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
The idea of a “boss” does not sit well at 3M. Entrepreneurs like to believe they are in control of their own destinies.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Another obvious, but major, limitation of the two models is the lack of recognition and relevance given to middle managers. They seem almost to have been neglected by the two models. In top-down management, the knowledge creator is top management. Middle managers process a lot of information in a typical top-down organization, but play at most a mi
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Once the importance of tacit knowledge is realized, then one begins to think about innovation in a whole new way.