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From Library Journal
This book addresses the generation-old question of why the Japanese are so successful in business. The authors, professors of management at Hitosubashi University, contend that Japanese firms are successful because they are innovative, that is, because they create new knowledge and use it to produce successful products and technologies. They identify two types of organizational knowledge: explicit knowledge, contained in procedures and manuals, and tacit knowledge, learned only by experience. U.S. managers tend to focus on explicit knowledge and stress approaches such as benchmarking, while the Japanese focus on tacit knowledge. Using corporate examples such as Honda, NEC, Nissan, 3M, and GE, the authors provide insights that reveal how to blend the best of both worlds. This scholarly volume is highly recommended not only for academics (especially in organizational theory) but also for readers doing business in and with Japan.?Joseph W. Leonard, Miami Univ., Oxford, Ohio
Copyright 1995 Reed Business Information, Inc.
Copyright 1995 Reed Business Information, Inc.
Pressestimmen
"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 pract
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Einleitungssatz
Japanese companies remain an enigma to most Westerners. Lesen Sie die erste Seite
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis | Rückseite
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7 von 7 Kunden fanden die folgende Rezension hilfreich
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According to authors, the goal of The Knowledge Creating Company was to (1) construct a new theory if organizational knowledge creation; (2) to provide a new explanation of why certain companies are successful at continuous innovation; and (3) develop a universal management model that converges management practices found in Japan and in the West. In my opinion Nonaka and Takeuchi did an excellent job in all three areas! The presentation of topics is clear and well written. I found chapter 3, Theory of Organizational Knowledge Creation, highly insightful, particularly in the discussion of the Two Dimensions of Organizational Knowledge - epistemological and ontological, and the Four Modes of Knowledge Conversion - socialization, externalization, combination, and internalization.
Drawing from companies such as Honda, Canon, 3M, and GE the authors effectively and convincingly use real world examples to demonstrate organizational knowledge creation.
Nonaka and Takeuchi also provide an in-depth view of Western and Japanese dichotomies and how "synthesis" of both philosophies' can create new solutions.
The Knowledge Creating Company is an excellent resource for Organizational Theory and Strategic Management students or anyone with an interest in how knowledge is created in Japanese and Western companies.
3 von 3 Kunden fanden die folgende Rezension hilfreich
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The book explores the eastern and western views of knowledge and how it is formed.
It provides significant insights into how organisations can manage and accumulate knowledge.
It goes way beyond Senge (The fifth Discipline) but includes Satre, Aristotle and others.
It ties in with Peter Checklands Information, Systems and Information Systems in a way that provides a useful guide to anyone challenged by organisational change,or involved in project or program management.
Solid Theory. Inspired case studies. Overall one of the best investments I ever made.
1 von 1 Kunden fanden die folgende Rezension hilfreich
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This is THE best book on KM-one that started the field. Make sure you read this one if you have any interest in knowledge management.
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Has including oriental perspective about knowledge !
This book has examplified the difference on knowledge creation between western and eastern culture. Understanding the difference, and thus begin to examining the current paradigm... Lesen Sie weiter...
Am 23. August 1999 veröffentlicht
Ein großartiges Buch über Schaffung und Weitergabe von
Wissen von Einzelnen zu Gruppen und schließlich für das ganze Unternehmen zum Umfeld des Unternehmens. Lesen Sie weiter...
Veröffentlicht am 23. Mai 1999 von Joe
It explains the abstract concept of KM in a good theory.
I spent one whole week reading the book when I was doing my full time MBA and I just loved this book. Lesen Sie weiter...
Am 1. Juli 1998 veröffentlicht
A must read for anyone who wants to go 'Global'
'Knowledge!' - was my inspiration after reading this book. This book, by far, is one of the best books ever written on the hot topic of Japan-US. Lesen Sie weiter...
Veröffentlicht am 7. April 1998 von Shogo Richard Tsuru (shogo@acto.org)
The hidden organisational agenda of Japanese success
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... Lesen Sie weiter...
Am 23. April 1997 veröffentlicht
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