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Kim Knowledge Creating Company

The document summarizes the findings of authors Nonaka and Takeuchi on how Japanese companies effectively create and share knowledge. It outlines that Japanese companies view knowledge as both tacit and explicit, and rely on a process of knowledge conversion between the two. This involves socialization to share tacit knowledge, externalization to articulate tacit into explicit knowledge, combination of different bodies of explicit knowledge, and internalization of explicit knowledge through learning by doing. Key enablers include intention, autonomy, creative chaos, redundancy, and variety. Middle managers act as catalysts in the knowledge creation process through a middle-up-down approach.

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Omer Mirza
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114 views

Kim Knowledge Creating Company

The document summarizes the findings of authors Nonaka and Takeuchi on how Japanese companies effectively create and share knowledge. It outlines that Japanese companies view knowledge as both tacit and explicit, and rely on a process of knowledge conversion between the two. This involves socialization to share tacit knowledge, externalization to articulate tacit into explicit knowledge, combination of different bodies of explicit knowledge, and internalization of explicit knowledge through learning by doing. Key enablers include intention, autonomy, creative chaos, redundancy, and variety. Middle managers act as catalysts in the knowledge creation process through a middle-up-down approach.

Uploaded by

Omer Mirza
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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The knowledge-Creating Company:

How Japanese Companies Create the Dynamic of Innovation

Jong Hun Kim Knowledge Management Systems November 10, 2005

Overview
About Authors The Distinctive Japanese Approach Tacit/ Explicit Knowledge Knowledge Conversion Enabling Conditions Management and Organizational Structure Implications Conclusion

Authors
Professor (Adjunct) Ikujiro Nonaka Dean of the School of Knowledge Science, Japan PhD (Business Administration), University of California MBA, University of California BS (Political Science),Waseda University

Professor Hirotaka Takeuchi Dean, Hitotsubashi University Graduate School of International Corporate Strategy Ph.D. and M.B.A., the University of California, Berkeley

The Distinctive Japanese Approach Western Knowledge is based on explicit knowledge.


Organization is a machine for information processing.

Tacit knowledge is more important in Japan.


Organization is a living organism.

Tacit knowledge is highly personal and hard to formalize, difficult to communicate

Tacit/ Explicit Knowledge


Tacit knowledge- Knowledge that we do not know we know. Difficult to articulate and generally expressible only through action. Explicit knowledge- Knowledge that we know we know. Can be articulate, codified, stored, transferred through documents.

Tacit/ Explicit Knowledge


Tacit Knowledge (Subjective) Knowledge of experience (body) Simultaneous Knowledge (here and now) Analog Knowledge (practice) Explicit Knowledge (Objective) Knowledge of rationality (mind) Sequential Knowledge (there and then) Digital Knowledge (theory)

Knowledge Conversion
Tacit Tacit
Socialization
E I I I I O

Tacit
Externalization
I E I G I

Explicit

Internalization
E

Combination
E G G O G G

Tacit

Explicit

Explicit

Explicit

I=Individual, G=Group, O=Organization, E=Environment

Knowledge Conversion
Tacit to Explicit

Socialization

Externalization
(Dialogue and collective reflection)

Tacit

(Theory of group process and organizational culture)

from
Internalization
(Organizational learning)

Explicit

Combination
(Information processing)

Example of Socialization
Matsushita Electric Industrial Company
Problem: Automatic home bread-making machine. Volunteered to apprentice themselves to the hotels head baker. No one could explain why. The secret for making tasty bread: stretching and twisting

Example of Externalization
Honda City
Developing the car Used a metaphor: Automobile Evolution What will the automobile evolve into? Tall and short car: Tall Boy Man-maximum, Machine-minimum

Example of Combination

Asahi Breweries
Grand concept: Live Asahi for live people What makes beer appealing Developed Asahi Super Dry beer: richness and sharpness Cooperative product development

Example of Internalization
Matsushita
New policy: reducing yearly working time to 1800 hours Objective: innovating the mindset and management One month experience, working 150 hours Internalized through the one-month experience

Enabling conditions
Intention
aspiration to goals

Autonomy
letting people act independently as far as possible

Fluctuation and creative chaos


to stimulate interaction between the organization and its outside environment

Redundancy
Enables the knowledge creation to take place organizationally

Requisite variety
Requires equal, fast access to information

Organizational Knowledge Creation Process

Middle-up-down Management Process Top-down and bottom-up management both have limitations. Simply put, knowledge is created by the middle managers, who are often leaders of a team, or task force, through a spiral conversion process involving both the top and the front line employees. Middle managers act as catalysts.

New Organizational StructureHypertext organization

Implications
Create a knowledge vision. Develop a knowledge team. Build a high-density field of interaction at the front line. Piggyback on the new-product development process. Adopt middle-up-down management. Switch to a hypertext organization. Construct a knowledge network with the outside world.

Conclusion
Knowledge is taken as the basis for what an organization dose, but its important to know that creating knowledge can be as important as processing knowledge. Exchange of knowledge is in a very central role. The knowledge should be at hand, where it is needed, instantly. It also should be easily updated and delivered. Creating knowledge will become the key to sustaining a competitive advantage in the future.

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