Hirotaka Takeuchi's research while affiliated with Harvard Medical School and other places

Publications (12)

Article
In this article, we apply our latest thinking on knowledge to provide insights on how to reconceptualize strategy to cope with a VUCA world, epitomized recently by COVID-19. We demonstrate that business leaders must draw on phronesis, or practical wisdom, for strategy to become more future-oriented, society-focused, dynamic, and human-centric. Usin...
Chapter
Two simple but fundamental questions set knowledge-based strategy apart from other schools of thought in strategy. The first is ‘Why do firms differ?’ Firms differ not just because they have different activity systems or different resources, but because human beings running the firms envision different futures. The second is ‘Why do firms exist?’ F...
Article
In an era of increasing discontinuity, wise leadership has nearly vanished. Many leaders find it difficult to reinvent their corporations rapidly enough to cope with new technologies, demographic shifts, and consumption trends. They can't develop truly global organizations that operate effortlessly across borders. And they find it tough to ensure t...
Article
Eisai has used knowledge creation as the engine of growth for its operation in Japan and was wondering if it can be utilized on a global scale.Learning Objective: Show how SECI (socialization, externalization, combination, and internalization) works.
Chapter
Business strategy is becoming increasingly ’pluralist’, drawing on the insights of different disciplines and business practice in different parts of the world. This book brings together, under three main headings, the work and ideas of leading international scholars working in the field: Part I, Technology in the firm (4 chapters); Strategy/organiz...
Article
Ikujiro Nonaka e Hirotaka Takeuchi establecen una vinculación del desempeño de las empresas japonesas con su capacidad para crear conocimiento y emplearlo en la producción de productos y tecnologías exitosas en el mercado. Los autores explican que hay dos tipos de conocimiento: el explícito, contenido en manuales y procedimientos, y el tácito, apre...
Article
304 p., ref. bib. : 10 p.3/4 La capacité de créer et de valoriser de nouvelles connaissances est plus que jamais une source fondamentale du succès des entreprises à l'aube du XXIe siècle. Cet ouvrage fournit une explication claire et fouillée des processus et des contextes organisationnels qui permettent de développer cette capacité, tant aux nivea...
Article
Traducción de: The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation Ikujiro Nonaka e Hirotaka Takeuchi establecen una vinculación del desempeño de las empresas japonesas con su capacidad para crear conocimiento y emplearlo en la producción de productos y tecnologías exitosas en el mercado. Los autores explican qu...
Article
Traducción de: The knowledge-creating company : how Japanese companies create the dynamics of innovation Incluye bibliografía e índice

Citations

... Designing an organization implies knowing its strategy : structure follows strategy, in the well-known Chandlerian formulation (Chandler, 1962). Strategy consists in aligning an organization in a shared direction or positioning the organization in a way that will help it create the future it wants (Nonaka & Takeuchi, 2021). This involves knowing both the organization (What do we want? ...
... Transferability also entails making a distinction between tacit, or "knowing how" and explicit knowledge, or "knowing about" (Grant, 1996). In reflecting upon Polanyi's (1966) seminal work, Nonaka and Takeuchi (2001) note that tacit knowledge is difficult to communicate and formalise, as it is context-specific and personal. Furthermore, tacit knowledge originates from experience, thought or reflection residing in humans' minds, and is also associated with contextual knowledge and skills (van den Berg, 2013), and includes skills, know-how, technology, crafts and information (Grant and Baden-Fuller, 1995;Nonaka and Takeuchi, 2001). ...
... Knowledge serves as the basis for a competitive advantage that can be maintained over the long term (Nonaka and Takeuchi, 1998). It can thus be deduced that one way of securing corporate activity in the long term could be for companies to learn faster than their competitors (Senge, 1996). ...
... Innovation can be considered as the combination of a firm's existing knowledge assets to create new knowledge (Mardani et al., 2018). Therefore, the primary task of the innovating firm is to reconfigure existing knowledge assets and resources and to examine new knowledge (Galunic & Rodan, 1998;Grant, 1996;Nonaka & Takeuchi, 1995). Both exploration and exploitation of knowledge have been shown to contribute to the innovativeness of firms and to their competitive advantage (Hall & Andriani, 2002;Levinthal & March 1993;March 1991;Swan et al., 1999). ...
... In the mid-1980s, Imai et al. (1985) coined the term "Japanese approach" where suppliers were treated as highly specialized and skilled task forces possessing up-to-date information. Shortly after, Clark's (1989) seminal work explored the role of supplier involvement in NPD by explaining the performance gaps between Japanese and Western automotive companies. ...
... Dieser Mechanismus der Umsetzung bzw. der Externalisierung (Nonaka & Takeuchi, 1995) ist die wesentliche Voraussetzung dafür, dass kreatives Problemlösen und Lernen durch Kommunikation überwiegend der Produktion expliziten Wissens dienen können. Natürlich spielen auch hier Intuition beim kreativen Problemlösen oder Sympathie und Einfühlung beim Lernen durch Kommunikation eine wichtige Rolle und sind kaum explizierbar. ...
... Learning Organizational Theory pioneered by Easterby- Smith et al. (2000) which proposes that an organization that assists in learning its members and constantly improves itself is called a learning organization. The third was Organizational Knowledge Conversion Theory which can be traced to Nonaka & Takeuchi (2011) theory of organizational knowledge conversion that analyzes the interaction of explicit and tacit knowledge to bring about internal processes efficiency. Lastly, Knowledge Spiral Theory formulated by Nonaka & Takeuch (1995). ...
... Por otro lado, es importante aclarar que se produce no solo a nivel individual, sino también colectivo, encontrándose en distintos lugares de la organización. Del mismo modo, su naturaleza es activa y, por tanto, subjetiva (Nonaka y Takeuchi, 1995), lo que nos remite, a su vez, a una epistemología conectiva del mismo donde se entiende que el conocimiento se basa en las distintas relaciones dialógicas que se producen en la organización, tratándose la verdad como una negociación colectiva (Salmador, 2004y Segarra y Bou, 2004. ...
... Several authors have tried to clarify the articulation between certification and individual and collective learning within the certified company. According to Ingham et al., (1997), ISO standardization manifested itself as a knowledge codification tool which is based on tacit knowledge converted into explicit dimensions and then formalized from the explicit to the tacit to give a matrix with four main modes of conversion of knowledge (Socialization, exteriorization, interiorization, combination). In the same way, the authors confirmed that socialization (tacit to tacit) is a process based on the sharing of experiences. ...
... Así, cada organización cuenta con un conocimiento específico que responde a un proceso continuo de aprendizaje, por medio del cual se justifican las creencias personales y cultuales (Nonaka y Takeuchi, 1999). De ahí la importancia de retomar autores que argumentan la necesidad de considerar diversas concepciones de conocimiento que respondan a realidades y localidades particulares (Dussel, 1996;Escobar, 2010;De Sousa, 2006;Leff, 2006). ...