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

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

Objective knowledge: an evolutionary approach

Feel lonely? What about reading books? Book is one of the greatest friends to accompany while in your lonely time. When you have no friends and activities somewhere and sometimes, reading book can be a great choice. This is not only for spending the time, it will increase the knowledge. Of course the b=benefits to take will relate to what kind of book that you are reading. And now, we will concern you to try reading models of man as one of the reading material to finish quickly.

Models of man

A clutch of '-isms' characterises the approach to consciousness which David Chalmers defends: dualism, epiphenomenalism, functionalism, anti-reductionism, and -probably -panpsychism. (The author would no doubt want 'naturalism' included in the list as well, but as we shall see, Chalmers' predilection to describe his theory as 'scientific' stretches credibility.) While the book does not, as far as I can see, move consciousness research significantly forward, Chalmers succeeds admirably in clarifying the philosophical terrain around and within each of these '-isms' and in questioning the usual assumptions which suggest some of them are mutually exclusive. Because nearly all of what follows is highly critical, I want to be explicit about one thing: I do not think this is a bad book. Throughout, most discussions keep to a very high standard; it's just that they include fatal flaws.

The conscious mind: In search of a fundamental theory

To survive and flourish in a changing and unpredictable world, organizations and people must maintain strategic power over necessary resources - often in the face of competition. Knowledge contributes to that strategic power. Without vigilance to maintain its currency and accuracy, the value of knowledge depreciates as circumstances change over time. Karl Popper's evolutionary epistemology and Maturana and Varela's concept of autopoiesis provide a paradigmatic framework for considering the roles and importance of time in constructing knowledge and using it to maintain strategic power. Following Popper, knowledge is constructed, used and evaluated via cyclically-iterated processes. We introduce nine time-based frames of reference based in this Popperian autopoietic paradigm to explore the relationships between time and a utility-based valuation of knowledge as it is constructed and applied. We believe this framework and associated paradigmatically consistent vocabulary provide useful tools for analysing organizational knowledge management needs.

Time Value of Knowledge - Time-Based Frameworks for Valuing Knowledge

To survive and flourish in a changing and unpredictable world, organizations and people must maintain strategic power over necessary resources - often in the face of competition. Knowledge contributes to that strategic power. Without vigilance to maintain its currency and accuracy, the value of knowledge depreciates as circumstances change over time. Karl Popper's evolutionary epistemology and Maturana and Varela's concept of autopoiesis provide a paradigmatic framework for considering the roles and importance of time in constructing knowledge and using it to maintain strategic power. Following Popper, knowledge is constructed, used and evaluated via cyclically-iterated processes. We introduce nine time-based frames of reference based in this Popperian autopoietic paradigm to explore the relationships between time and a utility-based valuation of knowledge as it is constructed and applied. We believe this framework and associated paradigmatically consistent vocabulary provide useful tools for analyzing organizational knowledge management needs.

/pdf/time-based-frameworks-for-valuing-knowledge-maintaining-1xc5bux2cj.pdf

Time-Based Frameworks for Valuing Knowledge: Maintaining Strategic Knowledge

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Time Value of Knowledge - Time-Based Frameworks for Valuing Knowledge

Time-Based Frameworks for Valuing Knowledge: Maintaining Strategic Knowledge