Check nearby libraries
Buy this book
![Loading indicator](/images/ajax-loader-bar.gif)
Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the performance of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally.
The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge; the Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success - the Japanese have learned how to convert tacit into explicit knowledge.
To explain how this is done - and illuminate Japanese business practices as they do so - the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines.
In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline.
As we make the turn into the twenty-first century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future.
Because the competitive environment and customer preferences change constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create new knowledge organizationally, and how to exploit it to make successful products, services, and systems.
Check nearby libraries
Buy this book
![Loading indicator](/images/ajax-loader-bar.gif)
Previews available in: English
Showing 2 featured editions. View all 2 editions?
Edition | Availability |
---|---|
1
The knowledge-creating company
2008, Harvard Business Press, Harvard Business School Press
in English
1422179745 9781422179741
|
cccc
Libraries near you:
WorldCat
|
2
The knowledge-creating company: how Japanese companies create the dynamics of innovation
1995, Oxford University Press
in English
0195092694 9780195092691
|
aaaa
Libraries near you:
WorldCat
|
Book Details
Edition Notes
Includes bibliographical references (p. 247-256) and index.
Classifications
The Physical Object
ID Numbers
Source records
Scriblio MARC recordLibrary of Congress MARC record
Internet Archive item record
marc_openlibraries_sanfranciscopubliclibrary MARC record
amazon.com record
Better World Books record
Library of Congress MARC record
Promise Item
ISBNdb
marc_columbia MARC record
Work Description
v, 59 p. ; 17 cm
Community Reviews (0)
Feedback?December 20, 2023 | Edited by ImportBot | import existing book |
October 22, 2023 | Edited by Scott365Bot | import existing book |
July 31, 2020 | Edited by ImportBot | import existing book |
February 14, 2020 | Edited by MARC Bot | remove fake subjects |
December 10, 2009 | Created by WorkBot | add works page |