the knowledge-creating company
DESCRIPTION
CMN5150 Knowledge Management - An oral presentation on Nonaka & Takeuchi's book.TRANSCRIPT
UOKMH. Wang
The Knowledge-Creating Company
How Japanese Companies Create the Dynamics of Innovation
* * *
November 28, 2011
Hanjun
UOKM
Table of Contents
Ch.No Title of content
1. Introduction to Knowledge in Organizations
2. Knowledge and Management
3. Theory of Organizational Knowledge Creation
4. Creating Knowledge in Practice
5. Middle-up-down Management Process for Knowledge Creation
6. A New Organizational Structure
7. Global Organizational Knowledge Creation
8. Managerial and Theoretical Implications
/ References
Hanjun
UOKMCh.1 Introduction to Knowledge in Organizations
Uncertainty → fear → changes → knowledge creation → continuous innovation → competitive advantage
The new focus on “knowledge” as a competitive resource
Three key characteristics of knowledge creation that relate to how tacit can be made explicit1) To express the inexpressible2) To disseminate knowledge among
individuals3) New knowledge is born in the
midst of ambiguity and redundancy
The distinctive Japanese approach to knowledge creation
Explicit/tacit knowledgeThe distinction is the key
Tacit knowledge → explicit knowledge → tacit knowledge → knowledge creation
The Honda City Example
Hanjun
UOKMCh.2 Knowledge and Management
Oneness of … From what kind of Japanese intellectual traditions
Humanity/Nature a unique view of time and space
Body/Mind the ultimate ideal condition that Zen practitioners seek
Self/Other the Japanese language
Western:What is Knowledge? Justified true belief. There are two traditions of Western epistemology:
• Empiricism: Aristotle, Locke, etc.
• Rationalism: Plato, Descartes, etc.
Synthesize the two: Kant, Hegel, Marx, etc.
mutually complemen-
tary
Hanjun
UOKMCh.3 Theory of Organizational Knowledge Creation
Organization’s innovation: an outside-in and inside-out processThe key to knowledge creation: tacit knowledgeThe engine of the knowledge creation process: four modes of knowledge conversion
Organizational knowledge creation
(Socialization)SympathizedKnowledge
(Externalization)ConceptualKnowledge
(Combination)SystemicKnowledge
(Internalization)OperationalKnowledge
Tacit
knowledge
Explicit
knowledge
from
Tacit knowledge Explicit knowledgeto
5 conditions
5-pased model
Hanjun
UOKM
Ch.4 Creating Knowledge in Practice
Matsushita Electric
Hanjun
UOKM
Top-down model:pyramid / top managers / combination / internalizationBottom-up model:flat & horizontal / front-line employees / socialization / externalizationLimitation: ignoring middle managers
Ch.5 Middle-up-down Management Process for Knowledge Creation
Middle-up-down managementKnowledge is created by middle managers, who are the key to continuous innovationMain job of middle managers: orient chaos toward knowledge creationAdvantages: who/what/where/how
Knowledge Creating Crew
•Practitioners•Engineers•Officers
Hanjun
UOKMCh.6 A New Organizational Structure
To create K. efficiently and continuously, which should has oscillated between two basic types: bureaucracy and task force.
Attempt case: U.S. military (bureaucracy + task force) and Japanese army & navy (bureaucracy) in WWII
“Hypertext”
Advantages:• bureaucracy + task force• Knowledge base: the
“clearinghouse” Key characteristics of a
hypertext organization: the ability of its members to shift contexts, moving easily in and out of one context into another
Failed to “unlearn” past success factors
Hanjun
UOKM
Ch.7 Global Organizational Knowledge Creation
The interaction between tacit and explicit knowledge: individual VS group
Emphasis on: explicit VS tacit
Certainty VS ambiguity
Differences between the Japanese and Western approaches
“knowledge specialists”
Hanjun
UOKMCh.8 Managerial and Theoretical Implications
1. Create a knowledge vision2. Develop a knowledge crew3. Build a high-density field of
interaction at the front line4. Piggyback on the new-product
development process
5. Adopt middle-up-down management6. Switch to a hypertext organization7. Construct a knowledge network with
the outside world
7 guidelines (organizationally)
7 dichotomies (theoretically)
1. Tacit/explicit2. Body/mind3. Individual/
organization4. Top-down/bottom-
up
5. Bureaucracy/task force
6. Relay/rugby7. East/west
Hanjun
UOKM
References
• A review and critique of Nonaka and Takeuchi’s theory of organizational knowledge creation http://mcleanglobal.com/public/MGC/publications/Nonaka%20and%20Takeuchi.pdf
• Nonaka SECI model http://editthis.info/jsarmi/Nonaka_SECI_Model • Nonaka’s knowledge model
http://www.youtube.com/watch?v=p_FcJaknptY • Nonaka & Takeuchi - Seci, Ba & Knowledge Assets
http://paei.wikidot.com/nonaka-takeuchi-seci-ba-and-knowledge-assets
• A graphic depiction of Nonaka’s & Takeuchi’s theory on knowledge creation http://usineaprojet.wikispaces.com/file/view/km_beckwith.pdf
• The Big Idea: The Wise Leader• http://hbr.org/2011/05/the-big-idea-the-wise-leader/ar/1 • Wise leadership http://www.youtube.com/watch?v=Rp-cjRhWoV0 • Knowledge management in times of social media
http://www.youtube.com/watch?v=qnfYzKiW50Q
Hanjun
UOKM
Thank you!
Hanjun WangNov.28,2011