Knowledge Creation and Sharing

Nicholas Bahra

Chapter 6 in Competitive Knowledge Management, 2001, pp 85-93 from Palgrave Macmillan

Abstract: Abstract For the Japanese, knowledge means wisdom that is aquired from the ‘perspective of the entire personality’ (Nonaka and Takeuchi, 1995, p. 29). Japanese companies have steadily increased their world market share in consumer goods and this is not due to extraordinary entrepreneurial powers, or because of an efficient liberated economy, according to Nonaka and Takeuchi (1995). They explain that it is due to the skills and expertise of ‘organizational knowledge creation’. The authors recognise that manufacturing prowess and access to cheap capital has played its part in Japan’s growth, however, they also see the importance of close and cooperative relationships with customers, suppliers and government agencies. Nonaka and Takeuchi also mention the importance of lifetime employment, the seniority system and other human resource practices, however, they still put forward the view that Japanese companies are especially good at ‘bringing about innovation continuously, incrementally and spirally’.

Keywords: Knowledge Management; Tacit Knowledge; Explicit Knowledge; Knowledge Creation; Human Resource Practice (search for similar items in EconPapers)
Date: 2001
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-55461-0_7

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DOI: 10.1057/9780230554610_7

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