How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success 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 transform 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. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself with the master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. 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 21st 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 changes 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 knowledge continuously, and how to exploit it to make successful new products, services, and systems.
"synopsis" may belong to another edition of this title.
Ikujiro Nonaka is a Professor in School of Knowledge Science at the Japan Advanced Institute of Science and Technology. Hirotaka Takeuchi is a Professor of Management at the Institute of Business Research, Hitosubashi University.
"About this title" may belong to another edition of this title.
Book Description Book Condition: New. Gift Quality Book in Excellent Condition. Bookseller Inventory # 36S9KG00151P
Book Description Oxford University Press, 1995. Book Condition: New. Brand New, Unread Copy in Perfect Condition. A+ Customer Service! Summary: This book seeks an answer to the question: exactly what are the unique characteristics of Japanese firms in product development behaviour? The authors conclude that Japanese firms uniquely manage knowledge - they create it in the course of product development. Bookseller Inventory # ABE_book_new_0195092694
Book Description Oxford University Press, 1995. Hardcover. Book Condition: New. Dust Jacket Condition: Includes dust jacket. New DJ. We have 1.5 million books to choose from -- Ship within 48 hours -- Satisfaction Guaranteed!. Bookseller Inventory # mon0000529497
Book Description Oxford University Press. Hardcover. Book Condition: New. 0195092694 This is a hardcover book with dust jacket. Bookseller Inventory # 2ANDREWSC18
Book Description Oxford University Press, USA, 1995. Hardcover. Book Condition: New. Bookseller Inventory # DADAX0195092694
Book Description Oxford University Press, 1995. Hardcover. Book Condition: New. book. Bookseller Inventory # 0195092694
Book Description Hardcover. Book Condition: BRAND NEW. NEW Book in Mint Condition -- Great DEAL !! Fast Shipping -- Friendly Customer Service -- Buy with Confidence!. Bookseller Inventory # RP0195092694BN
Book Description Oxford University Press. Book Condition: New. Brand New. Bookseller Inventory # 0195092694
Book Description Book Condition: Brand New. Book Condition: Brand New. Bookseller Inventory # 97801950926911.0
Book Description Oxford University Press Inc, United States, 1995. Hardback. Book Condition: New. 238 x 164 mm. Language: English Brand New Book. How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services. Bookseller Inventory # LIB9780195092691