How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

The Study of Man. By Michael Polanyi. Price, $1.75. Pp. 102. University of Chicago Press, 5750 Ellis Ave., Chicago 37, 1959. One subtitle to Polanyi's challenging and fascinating book might be The Evolution and Natural History of Error , for Polanyi is at pains to expunge what he believes to be the false notion contained in the contemporary view of science which treats it as an object and basically impersonal discipline. According to Polanyi not only is this a radical and important error, but it is harmful to the objectives of science itself. Another subtitle could be Farewell to Detachment , for in place of cold objectivity he develops the idea that science is necessarily intensely personal. It is a human endeavor and human point of view which cannot be divorced from nor uprooted out of the human matrix from which it arises and in which it works. For a good while

Personal Knowledge: Towards a Post-Critical Philosophy

Open Innovation: The New Imperative for Creating and Profiting from Technology

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Revolutionizing product development

Technology sourcing decisions in exploratory projects

In SMEs, where organisational structures and management systems are usually informal and where some key people represent the main and sometimes exclusive repository of knowledge, studying individuals, analysing the nature of their knowledge, identifying their personal characteristics and how these relate to individual and business performance, constitute a strategic area of research (at the moment almost unexplored), potentially rich of implications in terms of human resource management systems' design. This paper represents a first attempt in this direction of research. It uses competency modelling for assessing the nature and types of individual knowledge developed in SMEs, presenting research results on a country, Italy, where SMEs represent the backbone of the economy. They show that "best" (most effective) middle managers perceive their organisational role as wider than their colleagues and have a repertoire of competencies comparatively more aligned with firm's expectations and requirements.

The competent middle manager. Framing individual knowledge in North-East Italian SMEs

The importance of Knowledge Transfer Organizations (KTOs) for boosting innovative performance both at regional and firm level has been highlighted by literature and empirical research (Kodama, 2008; Laranja, 2009; Muller & Zenker, 2001; Muscio, 2010; Tether T Reisman, 2005). Their mission is to be providers of knowledge intensive services to firms-receivers in the different phases of their innovation process (Howells, 2006) as well as to be part of a Knowledge Transfer (KT) infrastructure which promotes and facilitates networking activities between companies and public or private research institutions. Due to the increasing diffusion of KTOs operating in a regional innovation system and the variety of services provided, performance evaluation of these organizations is becoming paramount from different viewpoints. First, a measurement system by which different actors may gather performance information could help to overcome one of the main difficulties of creating a market for technological knowledge (Arora et al., 2001; Arora & Gambardella, 2010; Decter et al., 2007; Dosi et al., 2006; Lichtenthaler & Ernst, 2007), which is information asymmetry. Second, from the demand side, firms-receivers require a univocal method to compare and evaluate the offer of the different KTOs. Third, even KTOs need a performance measurement system on which they can rely to define their product/service portfolio and craft their competitive strategy at regional, national and international level. Finally, also local and regional institutions need to assess KTOs in order to define innovation policies and to allocate resources effectively. Despite the increasing need for measuring the effectiveness of KTOs, a still limited effort has been made by research to develop a performance measurement system based on a robust methodological framework. Approaches implemented by institutions and KTO associations like the IASP (International Association of Science Parks) or the European BIC Network, are based on multiple measures encompassing financial and economic metrics (for example the amount of investment made, the turnover generated, return on asset and return on equity), output indicators of the technology transfer process (for example the number of collaborative research agreements stipulated, the number of licenses executed or the number of spin-offs established) and input measures (such as physical space available, amount of

/pdf/performance-evaluation-for-knowledge-transfer-organizations-cx169iibhe.pdf

Performance Evaluation for Knowledge Transfer Organizations: Best European Practices and a Conceptual Framework

Project-based knowledge in organizing Open Innovation

This chapter addresses some key open issues of a project-based approach to open innovation, drawing on the empirical findings and theoretical discussion of the previous chapters. After a brief discussion of the theoretical gaps in the previous literature, we provide arguments in support of the adoption of a project-level of analysis when studying how firms organize open and distributed innovation processes. The chapter tackles two main themes of a project-based approach, identifying fertile avenues for future research. First, it analyzes factors explaining why firms decide to open their boundaries and to organize in-house tasks and outside source activities on a project basis. Antecedents related to the knowledge features of a project are discussed. Second, the chapter draws the attention to the still under-investigated relationship between the project level and the firm level of analysis. It discusses the challenge firms face in managing effectively and efficiently product development projects across boundaries in the short term as well as in building organizational capabilities and knowledge at firm level in the long run.

Open Innovation at Project Level: Key Issues and Future Research Agenda

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