Ikujiro Nonaka

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ARvH DvH JRJ ACKNOWLEDGEMENTS The research reported on in this book spans a period of twelve years. In that time I have been helped by many colleagues, students, innovators, and research sponsors. I have striven to make the research and this book worthy of the generous help I have been given. for giving me many valuable comments as the research proceeded. I(More)
This paper develops a framework of four strategies for managing knowledge. Companies can leverage their knowledge throughout the organisation, expand their knowledge further based on existing expertise, appropriate knowledge from partners and other organisations, and develop completely new expertise by probing new technologies or markets. The two core(More)
Nonaka’s paper [1994. A dynamic theory of organizational knowledge creation. Organ. Sci. 5(1) 14–37] contributed to the concepts of “tacit knowledge” and “knowledge conversion” in organization science. We present work that shaped the development of organizational knowledge creation theory and identify two premises upon which more than 15 years of extensive(More)
In recent years knowledge management (KM) has received increased attention from academics and practitioners. There are several challenges to establishing KM as a separate discipline one of the most central being conceptual plurality. The purpose of this paper is to review and position 20 of the most frequently cited KM articles in management journals. More(More)
In an era of increasing discontinuity, wise leadership has nearly vanished. Many leaders find it difficult to reinvent their corporations rapidly enough to cope with new technologies, demographic shifts, and consumption trends. They can't develop truly global organizations that operate effortlessly across borders. And they find it tough to ensure that their(More)
Organizational knowledge creation theory explains the process of making available and amplifying knowledge created by individuals as well as crystallizing and connecting it to an organization’s knowledge system. What individuals get to know in their (working) lives benefits their colleagues and, eventually, the wider organization. In this article, we(More)
A new perspective in roles of managerial behavior is proposed. It is built upon an emerging view of the organization as a matrix for knowledge creation; in this view people in an organization interact with each other to make sense out of their activities and create knowledge. Middle managers, together with top management, have their own functions to create(More)
In today's fast-paced, fiercely competitive world of commercial new product development, speed and flexibility are essential. Companies are increasingly realizing that the old, sequential approach to developing new products simply won't get the job done. Instead, companies in Japan and the United States are using a holistic method—as in rugby, the ball gets(More)