The Knowledge-creating Company: How Japanese Companies Create the Dynamics of Innovation

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Oxford University Press, 1995 - Business & Economics - 284 pages
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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.
  

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The knowledge-creating company: how Japanese companies create the dynamics of innovation

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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 ... Read full review

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goood......informative.....

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Contents

Introduction to Knowledge in Organizations
3
Knowledge and Management
20
Theory of Organizational Knowledge Creation
56
Creating Knowledge in Practice
95
Middleupdown Management Process for Knowledge Creation
124
A New Organizational Structure
160
Global Organizational Knowledge Creation
197
Managerial and Theoretical Implications
224
References
247
Index
257
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Article++ (The knowledge-creating company - Ikujiro Nonaka ...
Japanese Management is well known for its exotic uniqueness to bring about success in organizations. Many of the common principles in Japanese Management ...
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"The Knowledge-Creating Company" by Ikujiro Nonaka and Hirotaka ...
The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation by Ikujiro Nonaka and Hirotaka Takeuchi (284 pages, ...
www.strategy-business.com/ press/ 16635507/ 8592

JSTOR: The Knowledge-Creating Company: How Japanese Companies ...
The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation by Ikujiro Nonaka and Hirotaka Takeuchi Reviewed by Mary M. Crossan ...
links.jstor.org/ sici?sici=0047-2506(199631)27%3A1%3C196%3ATKCHJC%3E2.0.CO%3B2-4

Nonaka & Takeuchi: The Knowledge-Creating Company
The Knowledge-Creating Company : How Japanese Companies Create the Dynamics of Innovation by Ikujiro Nonaka and Hirotaka Takeuchi. Reviews Synopsis ...
home.att.net/ ~discon/ KM/ Nonaka.htm

The Knowledge-Creating Company (HBR Classic)
He is the coauthor, with Hirotaka Takeuchi, of The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation (Oxford University ...
harvardbusinessonline.hbsp.harvard.edu/ hbsp/ hbr/ articles/ article.jsp?articleID=R0707N& ml_action=get-article& print=true

The Knowledge-Creating Company: How Japanese Companies Create the ...
The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation by Ikujiro Nonaka & Hirotaki Takeuchi. Stephanie mcfarland ...
www.ischool.utexas.edu/ ~i385q/ archive/ mcfarland_s/ mcfarland_book_report.ppt

The Knowledge-Creating Company (1995) by Ikujiro Nonaka, Hirotaka ...
Book: The Knowledge-Creating Company (1995) by Ikujiro Nonaka, Hirotaka Takeuchi
www.gurteen.com/ gurteen/ gurteen.nsf/ 0/ 4B1ABA448F838508802569890056E7B0/

itconsult.it it Consult - Knowledge box :: Libro The Knowledge ...
Posted by pastorino on 2007-11-19 03:04:45 Filed under libri comunità | Comments (0). it Consult - Knowledge box :: Libro The Knowledge-creating company ...
www.startaid.com/ review/ 2327036/ it-Consult---Knowledge-box-::-Libro-The-Knowledge-creating-company-::-Nonaka-Ikujiro...

NONAKA, I (1991), The knowledge-creating company, Harvard Business ...
NONAKA, I (1991), The knowledge-creating company, Harvard Business. Review, 69, November-December, 96-104. In an economy where the only certainty is ...
www2.agsm.edu.au/ agsm/ web.nsf/ AttachmentsByTitle/ read34.pdf/ $FILE/ read34.pdf

About the author (1995)


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.

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