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.

The knowledge-creating company

Artificial Intelligence (AI) are a wide-ranging set of technologies that promise several advantages for organizations in terms off added business value. Over the past few years, organizations are increasingly turning to AI in order to gain business value following a deluge of data and a strong increase in computational capacity. Nevertheless, organizations are still struggling to adopt and leverage AI in their operations. The lack of a coherent understanding of how AI technologies create business value, and what type of business value is expected, therefore necessitates a holistic understanding. This study provides a systematic literature review that attempts to explain how organizations can leverage AI technologies in their operations and elucidate the value-generating mechanisms. Our analysis synthesizes the current literature and highlights: (1) the key enablers and inhibitors of AI adoption and use; (2) the typologies of AI use in the organizational setting; and (3) the first- and second-order effects of AI. The paper concludes with an identification of the gaps in the literature and develops a research agenda that identifies areas that need to be addressed by future studies.

/pdf/artificial-intelligence-and-business-value-a-literature-2hf5nsx1ow.pdf

Artificial Intelligence and Business Value: a Literature Review

– Noting that a fundamental tenet of service‐dominant (S‐D) logic is the co‐creation of value‐in‐use, this paper aims to explore the theoretical possibility that the interactions between service systems cannot only co‐create value, but also have adverse consequences leading to actual value co‐destruction., – This conceptual paper critically reviews the dominance of value co‐creation and value‐in‐use in S‐D logic. Noting the relative lack of research in the converse possibility, the study proposes and explores the implications of value co‐destruction as a new concept which should be introduced within the framework of S‐D logic., – The study proposes a formal definition for the new proposed concept of value co‐destruction. It describes in detail the process by which it occurs, showing that value can be co‐destroyed through the interactions between different systems, resulting in value destruction‐through‐misuse. Indeed, value co‐destruction occurs when a service system accidentally or intentionally misuses resources (its own resources and/or those of another service system) by acting in an inappropriate or unexpected manner., – This paper is purely conceptual and exploratory. Empirical examination of the theoretical findings regarding value‐co‐destruction is required. Possible avenues of interest for such empirical research of value co‐destruction are suggested., – Limiting the occurrence of misuse by aligning the mutual expectations of interacting service systems should reduce the risks of value co‐destruction. Recovering from misuse should also be considered., – This study is apparently the first to have introduced the notion of value co‐destruction into the conceptual framework of S‐D logic.

Not always co-creation: introducing interactional co-destruction of value in service-dominant logic

Customer experience management in the age of big data analytics: A strategic framework

Customer information resources advantage, marketing strategy and business performance: A market resources based view

Artificial intelligence (AI)-powered chatbots are changing the nature of service interfaces from being human-driven to technology-dominant. As a result, customers are expected to resolve issues the...

The dark side of AI-powered service interactions: exploring the process of co-destruction from the customer perspective

The generation and use of customer insight in marketing decisions is poorly understood, partly due to difficulties in obtaining research access and partly because market-based learning theory views knowledge as a fixed asset However, customer insight takes many forms, arrives at the organisation from increasingly diverse sources and requires more than mere dissemination if it is to be useful A multiple case study approach is used to explore managerial practices for insight generation and use Multiple informants from each of four organisations in diverse sectors were interviewed Findings reveal the importance of value alignment and value monitoring across the insight demand chain, to complement the information processing emphasis of extant research Within the firm, the study suggests the importance of customer insight conduct practices including insight format, the role of automation and insight shepherding, to complement the much-researched process perspective The study provides a basis for 

/pdf/how-organisations-generate-and-use-customer-insight-54o9lxyky0.pdf

How organisations generate and use customer insight

This study examines how human resources in the Maltese Public Service adopt new work practices in response to COVID-19 public health measures during the first wave of the pandemic. We analyze the data we collected through seven focus group discussions and ten in-depth interviews with Public Service employees and managers in a diversity of ministries and roles. Our study reveals that Public Service policies promoting remote working relied exclusively on the service's IT infrastructure. However, the ability to respond to customer needs effectively in a time of surging demand relied entirely on effective employees' access to responsive and efficient ICT support as well as employees' prior experience with remote work modes and their predisposition to change to remote working. Adopting remote working modes uncovered inherent weaknesses in the Public Service IT infrastructure that put additional strain on the Government's centralized IT support function, especially when Public Service employees adopted tools not supported by the centralized IT support. In circumstances where centralized IT support was ineffective, Public Service employees relied on their own knowledge resources which they informally shared in groups of practice or employed operant resources (or tacit knowledge) to achieve service level objectives. These observations suggest that in times when organizations respond to immediate and unprecedented change, human resources seek to adapt by relying on tacit knowledge that is shared among people in known (often informal) groups of people with a common interest or role.

/pdf/surviving-the-pandemic-remote-working-in-the-maltese-public-3mowow63tn.pdf

Surviving the Pandemic: Remote Working in the Maltese Public Service During the Covid-19 Outbreak

The effects of corporate reputation and service quality on customers' attitude toward price for electricity are considered. Significant effects on attitude toward price are found among one of the three reputation dimensions and two dimensions used to measure service quality. Managerial implications, limitations and possible directions for future research are discussed.

Corporate Reputation, Service Quality and Attitude toward Price: The Case of an Energy Utility

/pdf/generating-value-from-market-research-use-doing-more-with-12u9sjvw9v.pdf

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