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The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation [Englisch] [Gebundene Ausgabe]

Ikujiro Nonaka , Hirotaka Takeuchi
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Kurzbeschreibung

7. September 1995
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 skillful 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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Produktinformation

  • Gebundene Ausgabe: 298 Seiten
  • Verlag: Oxford University Press (7. September 1995)
  • Sprache: Englisch
  • ISBN-10: 0195092694
  • ISBN-13: 978-0195092691
  • Größe und/oder Gewicht: 16,3 x 23,6 x 2,8 cm
  • Durchschnittliche Kundenbewertung: 4.8 von 5 Sternen  Alle Rezensionen anzeigen (8 Kundenrezensionen)
  • Amazon Bestseller-Rang: Nr. 6.981 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)

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Produktbeschreibungen

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 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 by which 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 proc

Synopsis

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 skillful 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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In diesem Buch (Mehr dazu)
Einleitungssatz
Japanese companies remain an enigma to most Westerners. Lesen Sie die erste Seite
Mehr entdecken
Wortanzeiger
Ausgewählte Seiten ansehen
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis | Rückseite
Hier reinlesen und suchen:

Kundenrezensionen

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Die hilfreichsten Kundenrezensionen
7 von 7 Kunden fanden die folgende Rezension hilfreich
4.0 von 5 Sternen Great source for understanding knowledge creation. 4. Dezember 1999
Format:Gebundene Ausgabe
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.
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3 von 3 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Brilliant. Takes project management all the way. 22. Juli 1999
Format:Gebundene Ausgabe
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.
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1 von 1 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen THE best book on KM 17. März 2000
Format:Gebundene Ausgabe
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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5.0 von 5 Sternen Has including oriental perspective about knowledge ! 23. August 1999
Von Ein Kunde
Format:Gebundene Ausgabe
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 and practice on knowledge creation process, can help organizations to improve the way they building intelligence capital fudamentally.
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