Knowledge Creation and Management: New Challenges for ManagersKazuo Ichijo, Ikujiro Nonaka This book presents the latest management ideas in knowledge creation and management in readable and non-technical chapters. Leading experts have contributed chapters in their fields of expertise. Each distils his or her subject in a chapter that is accessible to managers who want to learn what can be applied to their organizations without the distracting details of research methodology. Each chapter, however, is based on careful research. The book is organized so that readers can easily find chapters of most interest and value to them. The emphasis is on the practical applications of knowledge to a wide variety of organizations and functional areas. |
Contents
Functional Applications of Knowledge Creation | 9 |
Why Do Firms Differ? The Theory of the KnowledgeCreating Firm | 13 |
How Organizations | 32 |
Copyright | |
13 other sections not shown
Other editions - View all
Knowledge Creation and Management: New Challenges for Managers Kazuo Ichijo,Ikujiro Nonaka Limited preview - 2006 |
Knowledge Creation and Management: New Challenges for Managers Kazuo Ichijo,Ikujiro Nonaka Limited preview - 2006 |
Common terms and phrases
action learning activities advancement strategies behavior Best Buy Boston boundaries build Business School Press Chakravarthy challenges chapter communication competitive advantage competitors concept context corporate create knowledge create new knowledge creative culture customers dialogues driving objective dynamic economic effective employees enabling environment example existing experience explicit knowledge external contacts feedback firm's focus functions Harvard Business School human important individual industry information and knowledge innovation intangible interactions internal intrinsic motivation Japanese justification criteria knowl knowledge assets knowledge creation knowledge flows knowledge management knowledge transfer knowledge vision knowledge workers knowledge-sharing leaders leveraging manufacturing Nonaka organization organization's Organizational Learning percent performance perspective potential practice problems Prusak relationships role sharing knowledge social capital social networks specific Strategic Management structures success suppliers sustainable competitive advantage tacit knowledge team members Teece theory Toyota trust understanding users