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

Spend your time even for only few minutes to read a book. Reading a book will never reduce and waste your time to be useless. Reading, for some people become a need that is to do every day such as spending time for eating. Now, what about you? Do you like to read a book? Now, we will show you a new book enPDFd common knowledge how companies thrive by sharing what they know that can be a new way to explore the knowledge. When reading this book, you can get one thing to always remember in every reading time, even step by step.

Common Knowledge: How Companies Thrive by Sharing What They Know

This study aims to highlight and summarize the possible antecedents and factors that facilitate or impede knowledge management and knowledge sharing in organizations. A meta-review of 64 articles f...

https://cogentoa.tandfonline.com/doi/pdf/10.1080/23311975.2015.1127744

A systematic review of knowledge management and knowledge sharing: Trends, issues, and challenges

Abstract : This study analyzes Chinese commercial negotiating practices for two reasons. The first is to minimize future misunderstandings in such activities, and the second is to provide guidance for government-to-government negotiations. The research procedure used involved interviews with American businessmen and bankers with extensive experience in the China trade, and--in order to control for American cultural factors--interviews with comparable Japanese bankers and businessmen. What was learned from the experiences of businessmen is to value in government-to-government negotiations, even though there are substantial differences between commercial and diplomatic relationships. At present both Beijing and Washington seek a more cooperative and complementary relationship. (Author)

Chinese commercial negotiating style = 談判作風

Purpose




This study aims to identify the main knowledge processes associated with organizational knowledge culture. A diverse range of knowledge processes have been referred to in the extant literature, but little agreement exists on which knowledge processes are critical and should be supported by organizational culture.




Design/methodology/approach




Using a systematic literature review methodology, this study examined the primary literature – peer-reviewed and scholarly articles published in the top seven knowledge management and intellectual capital (KM/IC)-related journals.




Findings




The core knowledge processes have been identified – knowledge sharing, knowledge creation and knowledge implementation. The paper suggests that a strategy for implementing successful organizational KM initiatives requires precise understanding and effective management of the core knowledge infrastructures and processes. Although technology infrastructure is an important aspect of any KM initiative, the integration of knowledge into management decisions and practices relies on the extent to which the organizational culture supports or hinders knowledge processes.




Research limitations/implications




The focus of the study was on the articles published in the top seven KM/IC journals; important contributions in relevant publications in other KM journals, conference papers, books and professional reports may have been excluded.




Practical implications




Practitioners will benefit from a better understanding of knowledge processes involved in KM initiatives and investments. From a managerial perspective, the study offers an overview of the state of organizational knowledge culture research and suggests that for KM initiatives to be successful, the organization requires an integrated culture that is concerned with knowledge processes as a set of inextricably inter-related processes.




Originality/value




For the first time, a comprehensive list of diverse terms used in describing knowledge processes has been identified. The findings remove the conceptual ambiguity resulting from the inconsistent use of different terms for the same knowledge process by identifying the three major and overarching knowledge processes. Moreover, this study points to the need to attend to the inextricably interrelated nature of these three knowledge processes. Finally, this is the first time that a study provides evidence that shows the KM studies appear to be biased towards Knowledge sharing.

Looking beyond knowledge sharing: an integrative approach to knowledge management culture

Relational governance in supplier-buyer relationships: The mediating effects of boundary spanners' interpersonal guanxi in China's B2B market

China has become one of the most important economies in the global market, but negotiating with the Chinese remains a great challenge for most Westerners. This study is to help better understand Chinese business negotiation styles with an indigenous perspective by exploring the impact of Confucian ideal personality on business negotiation process in China. This study tests the effects of three key components of Confucian ideal personality—benevolence (Ren), wisdom (Zhi), and courage (Yong) on Chinese negotiation behaviors and further on negotiation outcomes with 200 business students in a simulated negotiation exercise. The results support the significant effects of benevolence and courage on Chinese business negotiation styles but wisdom is not found to have any significant impact in China. The overall pattern of the results substantiates the strong influence of Confucianism on Chinese negotiation styles, and provides an important supplement to negotiation theories developed in the West.

Confucian Ideal Personality and Chinese Business Negotiation Styles: An Indigenous Perspective

Explicit and Tacit Knowledge Scale

Purpose – The purpose of this study is to identify key factors that facilitate knowledge sharing in collectivistic cultures and further help better understand knowledge management in the international context. Design/methodology/approach – Using a survey method, this study collected data from over 200 managerial employees in knowledge management-based project teams from China. Regression analysis was then conducted to analyze the impact of individual differences and environmental factors on the willingness to share knowledge among team members to identify key factors for successful knowledge retention in the constantly changing organizational environment in a collectivistic context. Findings – The results show that incentives are very important in individual’s decision to share knowledge in project teams even in a collectivistic culture like China and both intrinsically and extrinsically motivated individuals tend to share more knowledge with their team members. Individuals with high altruism are also fou...

What matters for knowledge sharing in collectivistic cultures? Empirical evidence from China

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Relational governance in supplier-buyer relationships: The mediating effects of boundary spanners' interpersonal guanxi in China's B2B market

Confucian Ideal Personality and Chinese Business Negotiation Styles: An Indigenous Perspective

Explicit and Tacit Knowledge Scale

What matters for knowledge sharing in collectivistic cultures? Empirical evidence from China