The knowledge-creating company : how Japanese companies create the dynamics of innovation (Record no. 40752)

MARC details
000 -LEADER
fixed length control field 04407pam a2200229 a 4500
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
ISBN 9780195092691
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
ISBN 0195092694
082 00 - DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number 658.45
Item number NON
100 1# - MAIN ENTRY--AUTHOR NAME
Personal name Nonaka, Ikujirō,
245 14 - TITLE STATEMENT
Title The knowledge-creating company : how Japanese companies create the dynamics of innovation
260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT)
Place of publication New York :
Name of publisher Oxford University Press,
Year of publication 1995.
300 ## - PHYSICAL DESCRIPTION
Number of Pages xii, 284 p. :
Other physical details illustrations ;
500 ## - GENERAL NOTE
General note Including Index.
505 ## - FORMATTED CONTENTS NOTE
Formatted contents note Introduction to knowledge in organizations --<br/>Knowledge and management --<br/>Theory of organizational knowledge creation --<br/>Creating knowledge in practice --<br/>Middle-up-down management process for knowledge creation --<br/>A new organizational structure --<br/>Global organizational knowledge creation --<br/>Managerial and theoretical implications.
520 ## - SUMMARY, ETC.
Summary, etc 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<br/><br/>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. <br/>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. <br/><br/>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. <br/>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. <br/><br/>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.
650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical Term Communication in organizations
650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical Term Industrial management
700 1# - ADDED ENTRY--PERSONAL NAME
Personal name Takeuchi, Hirotaka.
856 42 - ELECTRONIC LOCATION AND ACCESS
Uniform Resource Identifier http://www.loc.gov/catdir/enhancements/fy0604/94040408-d.html
856 42 - ELECTRONIC LOCATION AND ACCESS
Uniform Resource Identifier http://www.loc.gov/catdir/enhancements/fy0724/94040408-b.html
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Koha item type Reference Books
Holdings
Collection code Home library Current library Shelving location Date acquired Source of acquisition Cost, normal purchase price Full call number Accession Number Koha item type
Reference Main Library Main Library Reference 09/03/2012 Donation 2750.00 658.45 NON 012620 Reference Books

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