Knowledge Creating Companies

8/9/2019 Knowledge Creating Companies

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Presented by: Ghulam Muheodin Kumbhar 14TIM01

Irfan Ahmed Morio 14TIM02

Presented to: Sir, Pir Irfan ashdi


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Japanese companies as innovators

Knowledge creation & conversion

Enabling conditions

Case study of Japanese innovation

Hypertext organization

Different management structures


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“rganizational !nowledge creation is t"e !eyto t"e distinctive ways t"at Japanese

companies innovate#$

Organizational knowledge creation: “%"ecapability to create new !nowledge

disseminate it t"roug"out t"e organization

and embody it in products services andsystems#$


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JAPAN IN THE GLOBAL MARKETJAPAN IN THE GLOBAL MARKET

ncertaint! 'orld 'ar (( Korean 'ar )ietnam 'ar

economic crises *oil s"oc!s yen crisis+ "on#tant $%&ill 'attle

,rrived later t"an 'estern companies didn-t"ave proven trac! records or “t"e usual

"indrances of success "ontin$o$# inno(ation

.ncertainty forced Japanese companies toloo! outward and convert external

!nowledge into internal !nowledge


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EA)TERN *)+ ,E)TERN INNO*ATIONEA)TERN *)+ ,E)TERN INNO*ATION

Japanese “see reality typically in t"ep"ysical interaction wit" nature andot"er "uman beings$ */udd"ismConfucius+

'estern %"oug"t0 1ore self2centeredand focused on !nowledge as e-%licitand .$anti/ia'le

Eastern %"oug"t0 Knowledge is moretacit t"an explicit 3 needs to betranslated and converted in order forot"ers to understand and benefit


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KNO,LE0GE "ON*ER)IONKNO,LE0GE "ON*ER)ION

4our 1odes0

)ocialization0 (nformal social environments *Honda-s

brainstorming camps+

E-ternalization0 .se of metap"ors analogies concepts

"ypot"eses models *Honda-s “,utomobile Evolution$+

"o1'ination0 Combining different bodies of explicit

!nowledge t"roug" documents meetings instant messaging*,sa"i-s 5uper Dry /eer-s taste ric"ness concepts+

Internalization0 6earning by doing *1atsus"ita-s reduction of

wor! "ours to increase individual creativity 3 explicit policy

tried out for one mont"+


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KNO,LE0GE "ON*ER)IONKNO,LE0GE "ON*ER)ION


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KNO,LE0GE ENABLING "ON0ITION)KNO,LE0GE ENABLING "ON0ITION)

“7rovide t"e proper context for facilitating

group activities as well as t"e creation and

accumulation of !nowledge at t"e individuallevel$

Intention0 Clear corporate vision

A$tono1!0 (mparting sense of freedom

2l$ct$ation and "reati(e "&ao#0 5uggesting sense ofcrisis stating ambiguous goals

Red$ndanc!0 (ntentional overlapping of info

Mandator! *ariet!0 (nternal diversity


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KNO,LE0GE IN PRA"TI"EKNO,LE0GE IN PRA"TI"E

1atsus"ita-s Home /a!ery bread2ma!ingmac"ine

Engineers wor!ed as ba!ing apprentices*socialization+

Creative c"aos due to s"ift from "ouse"oldappliances to "ig"2end products

(ntegration of different divisions *8iceCoo!er Heating and 8otation+ createdre9uisite variety

Home /a!ery success led to Human ElectricsDivision


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H3PERTE4T ORGANI5ATIONH3PERTE4T ORGANI5ATION

/est !nowledge2enabling corporate model

is a synt"esis

“(nterconnected layers or contexts$

:# 7ro;ect 5ystem 6ayer


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KNO,LE0GE MANAGEMENT )TR"TRE)KNO,LE0GE MANAGEMENT )TR"TRE)

'estern tends to be eit"er top2down orbottom2up

Japanese companies excel at middle2up2down management structures

1anagement model affects w"o plays w"atroles in !nowledge wor! w"ere !nowledge

is stored "ow !nowledge is s"ared /est 'estern model of middle2up2down is

.#5# military *tas! forces+


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"ON"L)ION)"ON"L)ION)

“%"e future belongs to companies t"at canta!e t"e best of t"e East and t"e 'est and

start building a universal model to createnew !nowledge wit"in t"eir organizations$

“>ationalities will be of no relevance$

“5uccess in t"e new ?!nowledge society- willbe ;udged on t"e basis of !nowledge2creating capabilities$


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Knowledge Creating Companies