The Knowledge-Creating Company

How Japanese Companies Create the Dynamics of Innovation

De: Hirotaka Takeuchi, Ikujiro Nonaka

Narrado por: William Michael Redman

Duración: 11 h y 14 m

Resumen del Editor

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.

In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline.

As we make the turn into the 21st 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 changes 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 knowledge continuously, and how to exploit it to make successful new products, services, and systems.

©1995 Oxford University Press, Inc. (P)2014 Audible Inc.

Excellent

Very insightful. A must read for any leader, coach, trainer who understands the key role of knowledge creation and innovation in fast changing environments

25 years old and still groundbreaking

The SECI model, middle-up-down and the hypertext org structure model are as fresh as they were when the book was introduced. Together with The Wise Company book and The Wise Leader paper, the book provides indispensable knowledge on how to shape an organization for knowledge creation and agility.

Advanced text

Competently, clearly read.
There were many clear examples of creating knowledge, and the benefits of a free reign to allow this to occur. Some concepts went over my head, but I may be less knowledgeable and intelligent than the optimal audience.