The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation (Hardcover)

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• This item: The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation by Ikujiro Nonaka

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• Working Knowledge: How Organizations Manage What They Know by Thomas H Davenport

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• Harvard Business Review on Knowledge Management: The Definitive Resource for Professionals ("Harvard Business Review" Paperback) by Harvard Business Review

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Working Knowledge: How Organizations Manage What They Know by Thomas H Davenport 4.8 out of 5 stars (14)  £10.79

Harvard Business Review on Knowledge Management: The Definitive Resource for Professionals ("Harvard Business Review" Paperback) by Harvard Business Review 4.1 out of 5 stars (8)  £12.74

Learning to Fly: Practical Knowledge Management from Leading and Learning Organizations by Chris Collison 4.9 out of 5 stars (7)  £13.99

The Fifth Discipline by Peter M. Senge 5.0 out of 5 stars (5)  £14.00

Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation by Georg von Krogh 5.0 out of 5 stars (1)  £24.69

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Review
"A fascinating, exciting exposure to a new way of thinking about the knowledge-based company....Provides a model of knowledge creation that will be a touchstone of future work in this field....This important, imaginative book will challenge and intrigue managers and management scholars alike."--D. Eleanor Westney, MIT Sloan School of Management in the Sloan Management Review
"A fascinating volume that will interest philosophers, managers, and more common readers....The analyses are so thorough that they make the one- and two-page descriptions in Forbes magazine seem like elementary fairy stories. The authors have done their research well and provide delightful details."--Minneapolis Star Tribune
"Knowledge creation is to the 90s what excellence was to the 80s. I can't imagine a better book on organizational design for innovation. Nor can I imagine a better common focus for managers and scholars. This is the best and most original blend of organizational theory and practice we are likely to see for some time."--Karl E. Weick, University of Michigan School of Business Administration
"This is the most creative book on management to come out of Japan. The same authors who introduced the rugby approach to new product development, now bring us a myriad of new concepts: tacit knowledge, the oneness of mind and body, middle-up-down management, hypertext organization, to name a few. The insights for this book originated in Japan, but the managerial implications are universal. It is a must read for managers competing in the borderless world."--Kenichi Ohmae, Ohmae & Associates
"Nonaka and Takeuchi take on a subject that is truly on the frontier of management: the process bywhich companies learn and create competitively valuable knowledge. What is refreshing about this book is that Nonaka and Takeuchi go beyond the slogans that have characterized much of the previous work on this subject, and delve into the specific organization structures and processes involved in organizational creativity and learning. They bring a wealth of specific, in-depth company evidence to bear on the task. The result is an important book which will advance both the literature as well as corporate practice."--Michael E. Porter, C. Roland Christensen Professor of Business Administration, Harvard University


Product Description
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.

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First Sentence
Japanese companies remain an enigma to most Westerners. Read the first page Browse Sample Pages
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover

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3 Reviews 5 star:  (2) 4 star:  (1) 3 star:    (0) 2 star:    (0) 1 star:    (0)           Average Customer Review 4.7 out of 5 stars (3 customer reviews)		Share your thoughts with other customers: Create your own review
Most Helpful Customer Reviews   9 of 10 people found the following review helpful: 5.0 out of 5 stars The hidden organisational agenda of Japanese success, 23 April 1997 By A Customer Why have Japanese companies become successful? This book offers a new explanation. It is argued that success of Japanese companies is not due to manufacturing prowess; access to cheap capital; close and cooperative relationships with customers, suppliers and government agencies; or lifetime employment and other human resources management practices - although all of these factors are important. Instead the claim is made that Japanese companies have been successful because of their skills and expertise at "organisational knowledge creation". This term is defined as the capability of the company as a whole to create new knowledge, disseminate it throughout the organisation, and embody it in products, services, and systems. The book's case studies demonstrate that this is the golden key to the distinctive ways that Japanese companies innovate continuously, incrementally and spirally. Rugby provides a metaphor for the speed and flexibility with which Japanese companies develop new products - as in rugby, the ball gets passed within the team as it moves up the field as a unit. The ball being passed around in the team contains a shared understanding of what the company stands for, where it is going, what kind of a world it wants to live in, and how to make that world a reality. Highly subjective insights, intuitions, and hunches are also embraced. That's what the ball contains - namely, ideals, values, and emotions. Ball movement in rugby is borne out of the team members' interplay on the field. It is determined on the spot ("here and now"), based on direct experience and trial and error. It requires an intensive and laborious interaction among members of the team. This interactive process is analogous to how total knowledge is created organisationally. This book calls for a fundamental shift in thinking about what the business organisation does with knowledge. Two kinds of human knowledge are distinguished. One is "explicit knowledge" which can be articulated in formal language including mathematical expressions and manuals. This kind of knowledge can be transmitted across individuals formally and easily. It has been the dominant mode of knowledge in the Western philosophical tradition. The Japanese company adds a second type of knowledge, "tacit knowledge" which is hard to articulate with formal language. This more personal form of knowledge is embedded in individual experience and involves intangible factors such as personal belief, perspective and the value system. In the West, tacit knowledge has been overlooked as a critical component of collective human behaviour. In contrast, tacit knowledge - and diffusion of learning from individual to team to organisation is a critical source of Japanese companies' competitiveness. Unless you understand this, Japanese management - and the way they win the business team game - will remain an enigma. Why not ready yourslef by discussing hidden knowledge-building agendas in our e-mail summit "Organising Creativity". It's free if you are passionately interested .................................................................. Chris Macrae, editor of Brand Chartering Handbook & MELNET www.brad.ac.uk/branding/ E-mail me at wcbn007@easynet.co.uk Comment Comment | Permalink | Was this review helpful to you? Yes No (Report this)   8 of 10 people found the following review helpful: 4.0 out of 5 stars It explains the abstract concept of KM in a good theory., 1 Jul 1998 By A Customer I spent one whole week reading the book when I was doing my full time MBA and I just loved this book. It's articulate, interesting (except first two chapters, esp the second chapter - sorry to say that), and inspiring. However, be careful when you read it, especially about what the authors' intention is, i.e. to theorise about their rather unique perspective on the CREATION of ORGANISATIONAL (not individual) KNOWLEDGE. As such, don't miss the Preface, in which authors explain their intention of writing this book (their belief) - 'There is nothing so practical as a good theory' (mentioned by Kurt Lewin). That's all I wanted to say, enjoy reading it. And...the whole week I spent finally paid off, I got 'A' grade in this assignment - it adds to my happy memory on those days!! Take care. Comment Comment | Permalink | Was this review helpful to you? Yes No (Report this)   2 of 7 people found the following review helpful: 5.0 out of 5 stars Get it. It's an easy, enjoyable read., 1 Sep 1999 By A Customer An excellent book. Well written, well laid out, well referenced, and very thought provoking. Comment Comment | Permalink | Was this review helpful to you? Yes No (Report this) Share your thoughts with other customers: Create your own review › See all 3 customer reviews...		Ad feedback   Search Customer Reviews Only search this product's reviews

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