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Summary: A must read for anyone who wants to go 'Global'
Review: 'Knowledge!' - was my inspiration after reading this book. This book, by far, is one of the best books ever written on the hot topic of Japan-US. The authors seem to contend that 'Knowledge' is created through the synergy of divergent IDEAS or cultures. Not necessarily from just identifying, respecting, or fearing different ideas. This book goes beyond the realm of business, and is applicable to your everyday life as some of us are destined to bridge the gap between two or more cultures. It teaches that it's ok to be both American and Japanese, and the most important issue is - to become the best of both worlds and to educate and inspire others to do so. Shogo Richard Tsuru President, Founder Acto.org
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Summary: Great source for understanding knowledge creation.
Review: According to authors, the goal of The Knowledge Creating Company was to (1) construct a new theory if organizational knowledge creation; (2) to provide a new explanation of why certain companies are successful at continuous innovation; and (3) develop a universal management model that converges management practices found in Japan and in the West. In my opinion Nonaka and Takeuchi did an excellent job in all three areas! The presentation of topics is clear and well written. I found chapter 3, Theory of Organizational Knowledge Creation, highly insightful, particularly in the discussion of the Two Dimensions of Organizational Knowledge - epistemological and ontological, and the Four Modes of Knowledge Conversion - socialization, externalization, combination, and internalization. Drawing from companies such as Honda, Canon, 3M, and GE the authors effectively and convincingly use real world examples to demonstrate organizational knowledge creation. Nonaka and Takeuchi also provide an in-depth view of Western and Japanese dichotomies and how "synthesis" of both philosophies' can create new solutions. The Knowledge Creating Company is an excellent resource for Organizational Theory and Strategic Management students or anyone with an interest in how knowledge is created in Japanese and Western companies.
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Summary: BEWARE! Digital version is only a 10 page summary!
Review: Don't get caught like I did.
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Summary: A must read for all Global business people!
Review: Guarnteed to be your reference to US-Japan business and cultural differences - and how you can make the most of it.
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Summary: A look at knowledge creation
Review: I came to this book through a reference in Novak & Gowin. What caught my eye was that someone was willing to talk about an epistemological stance other than the analytic, reductionist view held in science. For the most part, I found this book's understanding of Western epistemology to be reasonable; I can't speak for the Japanese epsitemology cited. What interested me, and for which I recommend the book, is their view of knowledge creation. The case studies lend weight to their view, but they do explicate a possible model for turning subjective knowledge into explicit knowledge. They suggest a management model for making it happen. The book is very well written and edited. I believe the book needs a very careful read *outside* the business community. I would put this book down as the business version of Feynman's *The Character of Natural Law*.
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Summary: A look at knowledge creation
Review: I came to this book through a reference in Novak & Gowin. What caught my eye was that someone was willing to talk about an epistemological stance other than the analytic, reductionist view held in science. For the most part, I found this book's understanding of Western epistemology to be reasonable; I can't speak for the Japanese epsitemology cited. What interested me, and for which I recommend the book, is their view of knowledge creation. The case studies lend weight to their view, but they do explicate a possible model for turning subjective knowledge into explicit knowledge. They suggest a management model for making it happen. The book is very well written and edited. I believe the book needs a very careful read *outside* the business community. I would put this book down as the business version of Feynman's *The Character of Natural Law*.
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Summary: It explains the abstract concept of KM in a good theory.
Review: I spent one whole week reading the book when I was doing my full time MBA and I just loved this book. It's articulate, interesting (except first two chapters, esp the second chapter - sorry to say that), and inspiring. However, be careful when you read it, especially about what the authors' intention is, i.e. to theorise about their rather unique perspective on the CREATION of ORGANISATIONAL (not individual) KNOWLEDGE. As such, don't miss the Preface, in which authors explain their intention of writing this book (their belief) - 'There is nothing so practical as a good theory' (mentioned by Kurt Lewin). That's all I wanted to say, enjoy reading it. And...the whole week I spent finally paid off, I got 'A' grade in this assignment - it adds to my happy memory on those days!! Take care.
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Summary: Brilliant. Takes project management all the way.
Review: The book explores the eastern and western views of knowledge and how it is formed. It provides significant insights into how organisations can manage and accumulate knowledge. It goes way beyond Senge (The fifth Discipline) but includes Satre, Aristotle and others. It ties in with Peter Checklands Information, Systems and Information Systems in a way that provides a useful guide to anyone challenged by organisational change,or involved in project or program management. Solid Theory. Inspired case studies. Overall one of the best investments I ever made.
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Summary: Japanese Context...Global Relevance
Review: There are already so many excellent books now available on this subject. What sets this one apart is suggested by its subtitle: "How Japanese Companies Create the Dynamics of Innovation." Decades ago, Japanese executives embraced and acted upon Deming's ideas about TQM. Only after many years later was Deming properly appreciated by corporate leaders in the United States. The same cannot be said about knowledge management (KM) and its most prominent advocates in the United States, such as Peter Senge. Nonetheless, there is much of value we can learn about KM from the Japanese. According to the authors, "the success of Japanese companies is not due to their manufacturing process; access to cheap capital; close and cooperative relationships with customers, suppliers, and government agencies; or lifetime employment, seniority system, and other human resources management practices....Instead, we make the claim that Japanese companies have been successful because of their skills and expertise at 'organizational knowledge creation'. By organizational knowledge creation, we mean the capability of a company as a whole to create new knowledge, disseminate it throughout the organization, and embody it in products, services, and systems." The material is carefully organized and developed within eight chapters: 1. Introduction to Knowedge in organizations 2. Knowledge and Management 3. Theory of Organizational Knowledge Creation 4. Creating Knowledge in Practice 5. Middle-up-down Management Practice 6. A New Organizational Structure 7. Global Organizational Knowledge Creation 8. Managerial and Theoretical Implications The chapters which I found most thought-provoking are 1, 3, and 8 but all are valuable. I agree with the authors that innovation can be (and is) achieved "by continuously creating new knowledge, disseminating it widely through the organization, and embodying it quickly in new technologies, products, and systems." I further agree that knowledge-creation "is no longer an enigma. ..[nor is the] process endemic to Japanese companies. It is universal." Leaders of any organization (regardless of its size, nature, or national identity) can derive great benefit from this book, one whose primary models and benchmarks may be limited to companies in only one country but whose relevance is indeed "universal."
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Summary: Very interesting and comprehensive book
Review: This book constitutes a very detailed, interesting, and comprehensive description of the organizational knowledge-creation process. And obviously not only for academics, since I am a management student myself. All the relevant organizational aspects are treated within the context of the new knowledge-creation theory of Nonaka and Takeuchi. Thus, the authors did not apply their insights solely to one aspect of a company (such as the organizational structure), but they tried to develop a coherent whole by applying it to all the relevant characteristics of an organization. And I definitely think they succeeded.
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