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Die Organisation des Wissens: Wie japanische Unternehmen eine brachliegende Ressource nutzbar machen

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The Knowledge-Creating Company.jpg

How have Japanese companies become world leaders in the automotive and electronics industries, among others? Waht ist the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the performance 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 autors 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 focuse on explicit knowledge; the Japanaese, on the other hand, focuse on tacit knowledge. And this, the authors argue, is the key to their success - the Japanese have learned how to convert tacit into explicit knowledge. To explain how this 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 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 aprenticed herself with the master baker at Osaka International Hotel, gainedan 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[1].

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Einzelnachweise

  1. Nonaka, I.; Takeuchi, H.: The Knowledge-Creating Company