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The knowledge-creating company : how Japanese companies create the dynamics of innovation / Ikujiro Nonaka y Hirotaka Takeuchi

Por: Colaborador(es): Tipo de material: TextoTextoDetalles de publicación: New York : Oxford University Press, ©1995Descripción: xii, 284 p. : il. ; 24 x 16 cmTipo de contenido:
  • texto
Tipo de medio:
  • sin medio
Tipo de soporte:
  • volumen
ISBN:
  • 0195092694
Tema(s): Clasificación LoC:
  • HD 30 .3 N66
Recursos en línea:
Contenidos:
Introduction to knowledge in organizations -- Knowledge and management -- Theory of organizational knowledge creation -- Creating knowledge in practice -- Middle-up-down management process for knowledge creation -- A new organizational structure -- Global organizational knowledge creation -- Managerial and theoretical implications
Resumen: "To explain how this is done - and illuminate Japanese business practices as they do so - the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline."-- 1a de guardas
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Incluye referencias bibliográficas (p. 247-256) e índice

Introduction to knowledge in organizations -- Knowledge and management -- Theory of organizational knowledge creation -- Creating knowledge in practice -- Middle-up-down management process for knowledge creation -- A new organizational structure -- Global organizational knowledge creation -- Managerial and theoretical implications

"To explain how this is done - and illuminate Japanese business practices as they do so - the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline."-- 1a de guardas

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