The knowledge-creating company : how Japanese companies create the dynamics of innovation / Ikujiro Nonaka and Hirotaka Takeuchi.

By:

Nonaka, Ikujirō, 1935-

Contributor(s):

Takeuchi, Hirotaka

Material type: Text

TextPublication details: New York : Oxford University Press, 1995.Description: xii, 284 p. : ill. ; 24 cmISBN:

9780195092691 (hbk.)

Other title:

Knowledge-creating company : how Japanese companies create the dynamics of innovation [Portion of title]

Subject(s):

DDC classification:

658.45 NON 23 000478

Online resources:

Table of contents

Contents:

1. Introduction to Knowledge in Organizations 2. Knowledge and Management 3. Theory of Organizational Knowledge Creation 4. Creating Knowledge in Practice 5. Middle-up-down Management Process for Knowledge Creation 6. A New Organizational Structure 7. Global Organizational Knowledge Creation 8. Managerial and Theoretical Implications.

Summary: Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the performance 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.

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Holdings
Item type	Current library	Call number	Status	Date due	Barcode
Book	Indian Institute for Human Settlements, Bangalore	658.45 NON 000478 (Browse shelf(Opens below))	Available		000478

Includes bibliographical references (p. 247-256) and index.

1. Introduction to Knowledge in Organizations
2. Knowledge and Management
3. Theory of Organizational Knowledge Creation
4. Creating Knowledge in Practice
5. Middle-up-down Management Process for Knowledge Creation
6. A New Organizational Structure
7. Global Organizational Knowledge Creation
8. Managerial and Theoretical Implications.

Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the performance 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.

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