Ikujiro Nonaka's research while affiliated with Hitotsubashi University and other places

Publications (29)

Chapter
Knowledge arises from sharing individual subjectivities with others or forming intersubjectivity through the process of empathy and “encountering.” This state can be achieved intentionally if an organization understands the process of knowledge creation and how to create and facilitate this dynamic process. This chapter explains this mechanism thro...
Chapter
The aim of this chapter is (1) to provide a final response to the claim we made in the beginning, namely that the essence of sensation lies in empathy, and (2) to discuss the possibility of an eidetic intuition of human rights. These two topics must be given foundation through a philosophical analysis. This idea of providing a foundation relies on...
Chapter
The SECI model is essentially a framework for innovation. It explains how to create value and how to live a “good” life as an organization to advance humanity. Instead of the age-old principle of “information-processing” in management science, this chapter explores “knowledge creation” paradigm, and how it successfully integrates and makes the most...
Chapter
In Chapter 6, we looked at what is going on when we hear the melody of Sakura and encountered various new concepts in phenomenology such as retention and protention. One important point was that temporal contents precede temporal form; temporal contents are first given and depending on how they are given (its vividness, the difference in the intuit...
Chapter
As we saw in the previous chapter, the so-called objective time objective time and space used in natural sciences belong to the quantitative world that is expressed in numbers and signs. However, the meanings of our experience of the present, past, and future time or of our experience of right/left, top/bottom, inside/outside are not found anywhere...
Chapter
Intuition is about grasping the essence of things. Collective intuition is especially central to organizational knowledge creation. Intuition requires interaction with the reality, dialogue with others, or use of metaphors. To understand the dynamics of knowledge creation, phenomenological concepts such as intentionality, retention, the present wit...
Chapter
In the world of uncertainty, the analytical approach is becoming more and more difficult to analyze the reality to predict the future. Strategy should therefore focus on narrating an open-ended story to shape and create the future. We name this way of strategy “narrative strategy,” and this chapter explores how and why this is effective in the futu...
Chapter
Based on Part I, Nonaka and Yamaguchi discuss how exactly Husserl’s phenomenology offers the philosophical foundation for Nonaka’s knowledge creation theory and how we can conceive of “strategy” as a way of life. As Husserl’s phenomenology and knowledge creation theory have many conceptual links, juxtaposing these two helps us understand one anothe...
Chapter
The phenomenological reduction is the method of going back to experience just as it is and it is the method prior to, or the preliminary method for, eidetic intuition. It is the method of suspending intellectual judgment and bracketing or putting out of play our cognitive faculties. Suspension of judgment and bracketing allows us to be freed from b...
Chapter
In Chapter 5, we saw the various ways in which we distinguish things through our five senses without our explicit awareness. Some of the examples we raised were the sudden stop of the train, the air conditioning going off, and almost tripping while being lost in our thoughts while walking. We saw that this way of sensing is called passive intention...
Chapter
The driving force of knowledge creation is pragmatic wisdom called phronesis, the concept originally created by Aristotle. Phronesis allows people and companies to live good lives and shape a good society. Phronesis consists of six core abilities: To find a good purpose, grasp the essence in dynamic flow, create a timely and contextual space for cr...
Chapter
Management theorist Professor Nonaka and phenomenologist Professor Yamaguchi discuss the relationship between art and science. According to them, scientific objectivity always comes from subjective experience of human beings, and meaning and values are the most fundamental condition for human existence. However, we now live in the “meaningless” and...
Chapter
In order to stay true to the richness of the world, whether it is nature or the mind, phenomenology begins by looking at our experience purely in its givenness, i.e., as things purely appear in our experience. It asks you to come face-to-face with your sense experience just as it presents itself to you. The primary feature of our “sensed world” is...
Chapter
The method of eidetic intuition can be largely divided into two stages. In the first stage, we gather various instances and examples of the object of which we want to know its essence. In phenomenology, we call this the gathering of cases. When it comes to gathering examples for the first- and second-person relation, namely experiences of the five...
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...
Book
Japanese companies have become successful because of their skill and expertise at creating organizational knowledge. Organizational knowledge is not only the creation of new knowledge, but also disseminating it throughout the organization, and embodying it in products, services, and systems. Knowledge is the new competitive resource, and its creati...
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

... Building upon this design is then to be sequential, with picking of the best designs and modifying the versions. The advantage of this method is the possibility of coming up with a variety of versions of the solution (Nonaka & Yamaguchi, 2022). The method is, however, not to be utilized when coming up with new inventions, but should be for enhancement of the product. ...
... Gambar 2. Flowchart FGD [16] Gambar 1. Knowledge Spiral [17] Dalam satu kelompok berkisar enam atau delapan orang, tetapi jumlah tersebut dapat disesuaikan pada rasio empat sampai dengan dua belas tergantung pada kebutuhan dan tujuan penelitian. Sehingga, memungkinkan setiap individu untuk mendapat kesempatan mengeluarkan pendapat serta cukup memperoleh pandangan anggota kelompok yang bervariasi. ...
... 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. ...
... KS is defined as the behavior of individuals helping others by giving or exchanging knowledge to be used (Connelly, 2000;Ipe, 2003;Zheng, 2017). Nonaka and Takeuchi (1995) ...
... 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). ...