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Presented by: Ghulam Muheodin Kumbhar 14TIM01
Irfan Ahmed Morio 14TIM02
Presented to: Sir, Pir Irfan ashdi
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Japanese companies as innovators
Knowledge creation & conversion
Enabling conditions
Case study of Japanese innovation
Hypertext organization
Different management structures
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“rganizational !nowledge creation is t"e !eyto t"e distinctive ways t"at Japanese
companies innovate#$
Organizational knowledge creation: “%"ecapability to create new !nowledge
disseminate it t"roug"out t"e organization
and embody it in products services andsystems#$
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JAPAN IN THE GLOBAL MARKETJAPAN IN THE GLOBAL MARKET
ncertaint! 'orld 'ar (( Korean 'ar )ietnam 'ar
economic crises *oil s"oc!s yen crisis+ "on#tant $%&ill 'attle
,rrived later t"an 'estern companies didn-t"ave proven trac! records or “t"e usual
"indrances of success "ontin$o$# inno(ation
.ncertainty forced Japanese companies toloo! outward and convert external
!nowledge into internal !nowledge
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EA)TERN *)+ ,E)TERN INNO*ATIONEA)TERN *)+ ,E)TERN INNO*ATION
Japanese “see reality typically in t"ep"ysical interaction wit" nature andot"er "uman beings$ */udd"ismConfucius+
'estern %"oug"t0 1ore self2centeredand focused on !nowledge as e-%licitand .$anti/ia'le
Eastern %"oug"t0 Knowledge is moretacit t"an explicit 3 needs to betranslated and converted in order forot"ers to understand and benefit
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KNO,LE0GE "ON*ER)IONKNO,LE0GE "ON*ER)ION
4our 1odes0
)ocialization0 (nformal social environments *Honda-s
brainstorming camps+
E-ternalization0 .se of metap"ors analogies concepts
"ypot"eses models *Honda-s “,utomobile Evolution$+
"o1'ination0 Combining different bodies of explicit
!nowledge t"roug" documents meetings instant messaging*,sa"i-s 5uper Dry /eer-s taste ric"ness concepts+
Internalization0 6earning by doing *1atsus"ita-s reduction of
wor! "ours to increase individual creativity 3 explicit policy
tried out for one mont"+
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KNO,LE0GE "ON*ER)IONKNO,LE0GE "ON*ER)ION
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KNO,LE0GE ENABLING "ON0ITION)KNO,LE0GE ENABLING "ON0ITION)
“7rovide t"e proper context for facilitating
group activities as well as t"e creation and
accumulation of !nowledge at t"e individuallevel$
Intention0 Clear corporate vision
A$tono1!0 (mparting sense of freedom
2l$ct$ation and "reati(e "&ao#0 5uggesting sense ofcrisis stating ambiguous goals
Red$ndanc!0 (ntentional overlapping of info
Mandator! *ariet!0 (nternal diversity
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KNO,LE0GE IN PRA"TI"EKNO,LE0GE IN PRA"TI"E
1atsus"ita-s Home /a!ery bread2ma!ingmac"ine
Engineers wor!ed as ba!ing apprentices*socialization+
Creative c"aos due to s"ift from "ouse"oldappliances to "ig"2end products
(ntegration of different divisions *8iceCoo!er Heating and 8otation+ createdre9uisite variety
Home /a!ery success led to Human ElectricsDivision
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H3PERTE4T ORGANI5ATIONH3PERTE4T ORGANI5ATION
/est !nowledge2enabling corporate model
is a synt"esis
“(nterconnected layers or contexts$
:# 7ro;ect 5ystem 6ayer
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KNO,LE0GE MANAGEMENT )TR"TRE)KNO,LE0GE MANAGEMENT )TR"TRE)
'estern tends to be eit"er top2down orbottom2up
Japanese companies excel at middle2up2down management structures
1anagement model affects w"o plays w"atroles in !nowledge wor! w"ere !nowledge
is stored "ow !nowledge is s"ared /est 'estern model of middle2up2down is
.#5# military *tas! forces+
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"ON"L)ION)"ON"L)ION)
“%"e future belongs to companies t"at canta!e t"e best of t"e East and t"e 'est and
start building a universal model to createnew !nowledge wit"in t"eir organizations$
“>ationalities will be of no relevance$
“5uccess in t"e new ?!nowledge society- willbe ;udged on t"e basis of !nowledge2creating capabilities$
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