Find a copy online
Links to this item
Find a copy in the library
Finding libraries that hold this item...
|Material Type:||Internet resource|
|Document Type:||Book, Internet Resource|
|All Authors / Contributors:||
Ikujirō Nonaka; Hirotaka Takeuchi
|Description:||xii, 284 p. : ill. ; 24 cm.|
|Contents:||Introduction to knowledge in organizations --
Knowledge and management --
Theory of organizational knowledge creation --
Creating knowledge in practice --
Middle-up-down management process for knowledge creation --
A new organizational structure --
Global organizational knowledge creation --
Managerial and theoretical implications.
|Responsibility:||Ikujiro Nonaka and Hirotaka Takeuchi.|
As we make the turn into the twenty-first 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 change 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 new knowledge organizationally, and how to exploit it to make successful products, services, and systems.
Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the performance 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 convert tacit into explicit knowledge.
- Communication in organizations -- Japan.
- Industrial management -- Japan.
- fonctionnement organisation.
- gestion connaissance.
- communication entreprise.
- gestion entreprise.
- Communication dans les organisations -- Japon.
- Gestion d'entreprise -- Japon.
- Apprentissage organisationnel -- Japon.
- Gestion des connaissances -- Japon.
- Administração (organização) -- Japão.
- Administração industrial -- Japão.
- Comunicação na administração.
- Créativité dans les affaires -- Japon.
- Innovations -- Japon.
- Organisation de l'entreprise.
- Apprentissage organisationnel.