The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
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The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
The two forms of interactions—between tacit knowledge and explicit knowledge and between the individual and the organization—will then bring about four major processes of knowledge conversion, which all together constitute knowledge creation: (1) from tacit to explicit; (2) from explicit to explicit; (3) from explicit to tacit; and (4) from tacit
... See moreHirotaka 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
Middle managers usually have been portrayed in recent literature as frustrated, disillusioned, stuck in the middle of a hierarchy in dreary jobs (Johnson and Frohman, 1989) with little hope of career progression, and increasingly subject to being replaced by technological advancements (Dopson and Stewart, 1990).1 Doomsayers argue, according to
... See moreHirotaka 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
They actually create new knowledge and information, from the inside out, in order to redefine both problems and solutions and, in the process, to re-create their environment.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Once the importance of tacit knowledge is realized, then one begins to think about innovation in a whole new way.
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
40 percent of working hours in the materials management sections were spent on follow-up work caused by changes in product designs or production plans.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Knowledge officers are also responsible for justifying the value of knowledge that is constantly being developed by the crew. They need to decide strategically which efforts to support and develop.