| 商家名称 | 信用等级 | 购买信息 | 订购本书 |
 |
 |
The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation |  |
 |
|
The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation | |
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.
"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.
"网友对The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation的评论
Excellent resource for professionals wanting to understand key principles to enabling a culture which promotes the creation and dissemination of knowledge throughout a company. Authors Ikujiro Nonaka and Hirotaka Takeuchi highlight the secrets of successful Japanese companies such as Cannon, Honda and Sharp and their ability to transfer explicit knowledge to tacit knowledge and ultimately new technologies and profits. According to Nonaka and Takeuchi, the key is their approach to managing the knowledge creation process and implementation of the Middle-up-Down management system. This book is a must-read for students and OD professional seeking to influence organizational design and culture.
In investigating knowledge, to study the role of different kinds of knowledge in the modern corporation - or perhaps, say, government department - one is not interested so much in its ontological status or even its truth or falsity but on its social role how it is learnt and taught and how it changes form as the organisation develops over time ...
Much more solidly based in real companies and real psychology than, say, excessively Hegelian approaches such as the 'social construction of reality' one or even 'ratomorphic behaviourists' who are surprised when they're bitten by theory rejection: the rats bite back, because their conscious minds reject being interpreted in terms of how lab rats behave!
Solid examples from dozens of case study investigations into Japanese companies!
And, whilst not as sound as an ontological approach, quite appropriate for the modern corporation, if not for the astrophysics research institute!
This is not a comment about the book per se, but a comment about the edition. This is not the advertised book written by Nonaka and Takeuchi, this is a much shorter and version about the knowledge creating company. Be careful not to be misled as I was when purchasing the Kindle version. Amazon should do something about, this is fraudulent.
The book provides a good review of how the Japanese companies diverted from their American and European counterparts in the pursuit of creating internal knowledge within the enterprise to improve product quality and efficiency, and bring innovative products to the market.
喜欢The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation请与您的朋友分享,由于版权原因，读书人网不提供图书下载服务
