圖書標籤: HBR 係統科學 日本
发表于2024-11-05
The Knowledge-Creating Company (Harvard Business Review Classics) pdf epub mobi txt 電子書 下載 2024
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 withthe 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.
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評分日本學者發錶在哈佛商業評論上的文章,(嗯,文章但專業水平一下就齣來瞭...說明這文章的權威性......非常小,非常薄。圖書館藉的,以為自己弄丟瞭,買瞭一本,120...結果剛拿到書就找到瞭,哭瞭已經。)完成於上個世紀80年代日本經濟發展迅速的時期,針對當時發達的日本企業做齣瞭一係列case study,提齣瞭一些概念性的觀點。有一點影響較為深刻,作者提到的日企中成員分享創造性想法的階段非常重要,在創新分享之後纔能繼續 創造概念,驗證概念,製造模型最後到轉化知識投入實踐。 其實就是強調“知識”在企業持續發展生命力上發揮的作用。雖然發錶年代較早,但日企曾經的和現在的國際地位也是不容小覷的。中國人應當對日本民族有理性的認識,積極汲取日本民族的長處。
評分日本學者發錶在哈佛商業評論上的文章,(嗯,文章但專業水平一下就齣來瞭...說明這文章的權威性......非常小,非常薄。圖書館藉的,以為自己弄丟瞭,買瞭一本,120...結果剛拿到書就找到瞭,哭瞭已經。)完成於上個世紀80年代日本經濟發展迅速的時期,針對當時發達的日本企業做齣瞭一係列case study,提齣瞭一些概念性的觀點。有一點影響較為深刻,作者提到的日企中成員分享創造性想法的階段非常重要,在創新分享之後纔能繼續 創造概念,驗證概念,製造模型最後到轉化知識投入實踐。 其實就是強調“知識”在企業持續發展生命力上發揮的作用。雖然發錶年代較早,但日企曾經的和現在的國際地位也是不容小覷的。中國人應當對日本民族有理性的認識,積極汲取日本民族的長處。
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The Knowledge-Creating Company (Harvard Business Review Classics) pdf epub mobi txt 電子書 下載 2024