The Knowledge-Creating Company (Harvard Business Review Classics) 在线电子书 图书标签: HBR 系统科学 日本
发表于2024-11-13
The Knowledge-Creating Company (Harvard Business Review Classics) 在线电子书 pdf 下载 txt下载 epub 下载 mobi 下载 2024
日本学者发表在哈佛商业评论上的文章,(嗯,文章但专业水平一下就出来了...说明这文章的权威性......非常小,非常薄。图书馆借的,以为自己弄丢了,买了一本,120...结果刚拿到书就找到了,哭了已经。)完成于上个世纪80年代日本经济发展迅速的时期,针对当时发达的日本企业做出了一系列case study,提出了一些概念性的观点。有一点影响较为深刻,作者提到的日企中成员分享创造性想法的阶段非常重要,在创新分享之后才能继续 创造概念,验证概念,制造模型最后到转化知识投入实践。 其实就是强调“知识”在企业持续发展生命力上发挥的作用。虽然发表年代较早,但日企曾经的和现在的国际地位也是不容小觑的。中国人应当对日本民族有理性的认识,积极汲取日本民族的长处。
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评分日本学者发表在哈佛商业评论上的文章,(嗯,文章但专业水平一下就出来了...说明这文章的权威性......非常小,非常薄。图书馆借的,以为自己弄丢了,买了一本,120...结果刚拿到书就找到了,哭了已经。)完成于上个世纪80年代日本经济发展迅速的时期,针对当时发达的日本企业做出了一系列case study,提出了一些概念性的观点。有一点影响较为深刻,作者提到的日企中成员分享创造性想法的阶段非常重要,在创新分享之后才能继续 创造概念,验证概念,制造模型最后到转化知识投入实践。 其实就是强调“知识”在企业持续发展生命力上发挥的作用。虽然发表年代较早,但日企曾经的和现在的国际地位也是不容小觑的。中国人应当对日本民族有理性的认识,积极汲取日本民族的长处。
评分日本学者发表在哈佛商业评论上的文章,(嗯,文章但专业水平一下就出来了...说明这文章的权威性......非常小,非常薄。图书馆借的,以为自己弄丢了,买了一本,120...结果刚拿到书就找到了,哭了已经。)完成于上个世纪80年代日本经济发展迅速的时期,针对当时发达的日本企业做出了一系列case study,提出了一些概念性的观点。有一点影响较为深刻,作者提到的日企中成员分享创造性想法的阶段非常重要,在创新分享之后才能继续 创造概念,验证概念,制造模型最后到转化知识投入实践。 其实就是强调“知识”在企业持续发展生命力上发挥的作用。虽然发表年代较早,但日企曾经的和现在的国际地位也是不容小觑的。中国人应当对日本民族有理性的认识,积极汲取日本民族的长处。
评分日本学者发表在哈佛商业评论上的文章,(嗯,文章但专业水平一下就出来了...说明这文章的权威性......非常小,非常薄。图书馆借的,以为自己弄丢了,买了一本,120...结果刚拿到书就找到了,哭了已经。)完成于上个世纪80年代日本经济发展迅速的时期,针对当时发达的日本企业做出了一系列case study,提出了一些概念性的观点。有一点影响较为深刻,作者提到的日企中成员分享创造性想法的阶段非常重要,在创新分享之后才能继续 创造概念,验证概念,制造模型最后到转化知识投入实践。 其实就是强调“知识”在企业持续发展生命力上发挥的作用。虽然发表年代较早,但日企曾经的和现在的国际地位也是不容小觑的。中国人应当对日本民族有理性的认识,积极汲取日本民族的长处。
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.
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The Knowledge-Creating Company (Harvard Business Review Classics) 在线电子书 pdf 下载 txt下载 epub 下载 mobi 下载 2024