Ikujiro Nonaka is a Professor in School of Knowledge Science at the Japan Advanced Institute of Science and Technology. Hirotaka Takeuchi is a Professor of Management at the Institute of Business Research, Hitosubashi University.
"A fascinating, exciting exposure to a new way of thinking about
the knowledge-based company....Provides a model of knowledge
creation that will be a touchstone of future work in this
field....This important, imaginative book will challenge and
intrigue managers and management scholars alike."--D. Eleanor
Westney, MIT Sloan School of Management in the Sloan Management
Review
"A fascinating volume that will interest philosophers, managers,
and more common readers....The analyses are so thorough that they
make the one- and two-page descriptions in Forbes magazine seem
like elementary fairy stories. The authors have done their research
well and provide delightful details."--Minneapolis Star Tribune
"Knowledge creation is to the 90s what excellence was to the 80s. I
can't imagine a better book on organizational design for
innovation. Nor can I imagine a better common focus for managers
and scholars. This is the best and most original blend of
organizational theory and practice we are likely to see for some
time."--Karl E. Weick, University of Michigan School of Business
Administration
"This is the most creative book on management to come out of Japan.
The same authors who introduced the rugby approach to new product
development, now bring us a myriad of new concepts: tacit
knowledge, the oneness of mind and body, middle-up-down management,
hypertext organization, to name a few. The insights for this book
originated in Japan, but the managerial implications are universal.
It is a must read
for managers competing in the borderless world."--Kenichi Ohmae,
Ohmae & Associates
"Nonaka and Takeuchi take on a subject that is truly on the
frontier of management: the process by which companies learn and
create competitively valuable knowledge. What is refreshing about
this book is that Nonaka and Takeuchi go beyond the slogans that
have characterized much of the previous work on this subject, and
delve into the specific organization structures and processes
involved in organizational creativity and learning. They bring a
wealth of
specific, in-depth company evidence to bear on the task. The result
is an important book which will advance both the literature as well
as corporate practice."--Michael E. Porter, C. Roland
Christensen
Professor of Business Administration, Harvard University
"A fascinating, exciting exposure to a new way of thinking about
the knowledge-based company....Provides a model of knowledge
creation that will be a touchstone of future work in this
field....This important, imaginative book will challenge and
intrigue managers and management scholars alike."--D. Eleanor
Westney, MIT Sloan School of Management in the Sloan Management
Review
"A fascinating volume that will interest philosophers, managers,
and more common readers....The analyses are so thorough that they
make the one- and two-page descriptions in Forbes magazine seem
like elementary fairy stories. The authors have done their research
well and provide delightful details."--Minneapolis Star Tribune
"Knowledge creation is to the 90s what excellence was to the 80s. I
can't imagine a better book on organizational design for
innovation. Nor can I imagine a better common focus for managers
and scholars. This is the best and most original blend of
organizational theory and practice we are likely to see for some
time."--Karl E. Weick, University of Michigan School of Business
Administration
"This is the most creative book on management to come out of Japan.
The same authors who introduced the rugby approach to new product
development, now bring us a myriad of new concepts: tacit
knowledge, the oneness of mind and body, middle-up-down management,
hypertext organization, to name a few. The insights for this book
originated in Japan, but the managerial implications are universal.
It is a must read
for managers competing in the borderless world."--Kenichi Ohmae,
Ohmae & Associates
"Nonaka and Takeuchi take on a subject that is truly on the
frontier of management: the process by which companies learn and
create competitively valuable knowledge. What is refreshing about
this book is that Nonaka and Takeuchi go beyond the slogans that
have characterized much of the previous work on this subject, and
delve into the specific organization structures and processes
involved in organizational creativity and learning. They bring a
wealth of
specific, in-depth company evidence to bear on the task. The result
is an important book which will advance both the literature as well
as corporate practice."--Michael E. Porter, C. Roland
Christensen
Professor of Business Administration, Harvard University
"This book provides the best and deepest insights into how Japanese
companies innovate. For the first time ever, Western managers will
be able to learn how Honda, Canon, Matsushita, and others tap the
intellectual capital of their workers to create and expand
knowledge. At the same time, the book shows what Japanese managers
are learning from Western companies to compete more effectively in
the emerging 'knowledge society.' The book taps the best of two
worlds
like no other book I have ever read."--Yotaro Kobayashi, Chairman
and CEO, Fuji Xerox Co., Ltd.
"The authors' major points are clear--and clearly contradict
currently held business management theories."--Booklist
"...highly recommended...for readers doing business in and with
Japan."--Library Journal
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