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The Knowledge – Creating Company

Amer Aljarallah Switi Bora Vivek Voona. The Knowledge – Creating Company. The Distinctive Japanese Approach Tacit/Explicit Knowledge Spiral Model Metaphor, Analogy, and Model Chaos to Concept . Agenda.

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The Knowledge – Creating Company

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  1. Amer Aljarallah Switi Bora Vivek Voona The Knowledge – Creating Company

  2. The Distinctive Japanese ApproachTacit/Explicit Knowledge Spiral Model Metaphor, Analogy, and Model Chaos to Concept Agenda

  3. Japanese business experts Nonaka and Takcuchi are the first to tie the success of Japanese companies to their ability to create new knowledge. Nonaka proposes a fresh way to think about managerial roles and responsibilities, organizational design, and business practices in the knowledge creating companyAny company that wants to compete on knowledge must also learn from Japanese techniques of knowledge-creation.

  4. Western knowledge is based on explicit knowledge -They see company as a kind of machine for information processing -Westerners believe that the only useful knowledge data is formal and systematic-hard data, procedures, universal principles Tacit knowledge is more important in Japan -Organization is a living organism -Tacit knowledge is highly personal The Distinctive Japanese Approach

  5. Tacit Vs Explicit Knowledge • Tacit knowledge Difficult to articulate and generally expressible only through actions • Explicit Knowledge Can be articulate, codified, stored, transferred through documents.

  6. Nonaka’s Spiral Model • Socialization • Externalization • Combination • Internalization

  7. Matshushita Electric Problems faced in the development of automatic home bread-making machine. -Machine was not kneading dough correctly-Crust of bread was overcooked-While inside was hardly doneAnalyzed the problem by comparing the x-ray of dough kneaded by the machine and the dough kneaded by professional baker. Even then they were unable to obtain meaningful data. No one could explain why.

  8. Ikuko Tanaka Scheme Software developer Ikuko Tanaka proposed a creative solution1. Use Osaka International Hotel’s bread making as model.2. Tanaka trained with the hotel’s head baker to study kneading technique.3. She observed baker’s distinctive way of stretching dough.4. After year of trial and error ,working closely with product engineer she came up with product specification5. Include additional ribs inside machine.6. After including additional special ribs inside machine - Machine reproduced bakers stretching and - Quality bread

  9. Knowledge creation pattern

  10. Metaphor to Model Metaphors Metaphors are one of the frequently neglected but highly important management tools for converting Tacit Knowledge to Explicit Knowledge. Japanese companies use the figurative language of Metaphors at all levels of the company and in all phases of the product development process. Honda is one such company and following is a closer look at how the use of metaphors in Honda revolutionized the auto market.

  11. Metaphor to Model Contd… “Theory of Automobile Evolution” “Let’s Gamble” “Man-Maximum, Machine-Minimum” “Tall Boy”

  12. People Metaphor + Intuition + Imagination + Symbols Metaphor to Model Contd… Express the Inexpressible

  13. Metaphor to Model Contd… Analogy In the Knowledge Creation Process, a Metaphor is only the first stage. The next step is an Analogy. A Metaphor links two distinct images and is driven by intuition where as an Analogy clarifies the similarities and differences between them and harmonizes the contradictions. A great example of an Analogy is the Canons development of the revolutionary minicopier.

  14. Metaphor to Model Contd…

  15. Pure Imagination Analogy Metaphor to Model Contd… Logical thinking

  16. Metaphor to Model Contd… Model The last step in the knowledge creation process Contradictions are resolved Concepts become transferable through consistent and systematic logic

  17. Metaphor to Model Contd… In theory, we can see the Metaphor, Analogy, and Model as different entities. In reality, they overlap and is hard to distinguish but the three terms capture the complete Knowledge Creation in an organization.

  18. From Chaos to Concept • Redundancy • Business Activities • Managerial Responsibilities • Company Information

  19. Internal Competition

  20. Strategic Rotation Kao

  21. Information for All

  22. The Dynamic Interaction Vision { Synthesizing Explicit-ing Incorporating Conceptualization Chaos

  23. Sense of Direction • Umbrella concept • “Optoelectronics” – Sharp • Justification of value • “It’s our fate to deal with this challenge” - Mazda • Open-ended vision • “Let’s gamble” - Honda

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