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 Social Psychology of Organizations.

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

This article presents a review of the book “Organizations: Rational, Natural and Open Systems,” by W.R. Scott.

Organizations: Rational, Natural and Open Systems

13. Instrument, activité et développement du pouvoir d'agir

Notre these a pour point de depart une situation de management empirique representee par un Cercle de reflexions prospectives, que nous appelons PSP (Prospective Strategique Participative), menee par BASF Agro sur une periode de plus de dix ans avec l’ensemble des acteurs de la filiere agro-alimentaire. Les acteurs du Cercle ont une relation marchande et decident d’explorer des opportunites de collaboration sur un mode communautaire. Ils expandent ensemble un espace de conception ou interagissent les savoirs et les relations dans un processus d’innovation. Nous aboutissons a l’hypothese que la PSP joue le role d’une plateforme ouverte de fabrique de la strategie (open strategizing platform) et de fonctionnement des affaires entre les acteurs qui sert a reflechir et concevoir ensemble des strategies nouvelles. La PSP est un dispositif de gestion dont la vision simplifiee de l’organisation (la configuration de reference implicite) est un ecosysteme d’affaires, et pas seulement une organisation classique. Notre analyse est basee sur une etude de cas longitudinale de dix-sept ans

Fabriquer ensemble la stratégie : D’une démarche de Prospective Stratégique à une plateforme « d’Open Strategizing » chez BASF Agro de 1995 à 2012

Notre recherche consiste a determiner en quoi les demarches de prospective strategique participatives (PSP) favorisent le developpement des ecosystemes d'affaires (ESA). Nous abordons leur mode de gouvernance, conditions de mise en œuvre et processus de conception. Le cas de la collaboration du leader mondial de l’industrie chimique, BASF, avec des entreprises partenaires, illustre la reflexion. Nous presentons les fondements theoriques des ESA, puis la demarche de reflexion strategique participative de la firme. Cette etude de cas revele les implications manageriales, organisationnelles et strategiques inherentes au developpement des ESA.

/pdf/la-prospective-strategique-participative-et-le-developpement-2wkzbtmcej.pdf

La prospective stratégique participative et le développement des ESA

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Fabriquer ensemble la stratégie : D’une démarche de Prospective Stratégique à une plateforme « d’Open Strategizing » chez BASF Agro de 1995 à 2012

La prospective stratégique participative et le développement des ESA