Visionary knowledge management: the case of Eisai transformation

Ikujiro Nonaka and Vesa Peltokorpi

International Journal of Learning and Intellectual Capital, 2006, vol. 3, issue 2, 109-209

Abstract: In many companies, the implementation of Knowledge Management (KM) practices amounts to upgrading information technology. We propose that a successful movement to KM practices requires more: the dynamic synthesis of visions, driving objectives, dialogues, practice, supporting contexts (ba), and phronetic leadership. Our case study of a pharmaceutical company, Eisai Co., Ltd., shows that it is visions aimed at the 'common good', in combination with phronetic leadership and appropriate enabling processes, that increase employee commitment to organisational knowledge creation rather than those based on objective market analyses and top-down-implemented KM practices.

Keywords: vision; driving objectives; dialogue; practice; Ba; phronetic leadership; knowledge creation; knowledge management; Japan; organisational knowledge; pharmaceutical companies; common good. (search for similar items in EconPapers)
Date: 2006
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Citations: View citations in EconPapers (2)

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