Ikujiro Nonaka
Biographic Data
| ID | 461089 |
|---|---|
| NAME | Ikujiro Nonaka |
| GIVEN NAMES | Ikujiro |
| FAMILY NAME | Nonaka |
| SIGNATURE | NONAKA I |
| AFFILIATIONS | Hitotsubashi University |
| ORCID | 0000-0003-4823-5098 |
| VERIFIED | Yes |
| TOTAL WORKS | 18 |
| TOTAL CITATIONS | 20 |
| AUTHOR COUNT | 16 |
| EDITOR COUNT | 2 |
| FIRST PUBLICATION YEAR | 1994 |
| LATEST PUBLICATION YEAR | 2022 |
| H-INDEX | 2 |
Dr Kazuo Inamori’s Management Praxis and Philosophy
Management by Eidetic Intuition
Toward Narrative Strategy
Strategic planning exercises often begin with the observation, "We need a better story to tell." We argue that this is not just a figure of speech but that the narrative form is uniquely appropriate to both the development and the effective communication of good strategies. Drawing on recent literature in the relatively new field of narratology, we argue that the temporal structure of stories allows for a reach into the future that evidence-based…
Pragmatic Strategy
Pragmatism is enjoying a renaissance in management studies and the social sciences. Once written off as amoral, relativist and opposed to the ideals of Truth, Reason and Progress, it is now regaining influence in public policy, international relations and business strategy. But what can pragmatism teach us about strategy? How can pragmatic strategies help businesses to succeed? This innovative book presents a pragmatic framework for shaping and s…
Perspective—Tacit Knowledge and Knowledge Conversion
Nonaka's paper [1994. A dynamic theory of organizational knowledge creation. Organ. Sci. 5(1) 14–37] contributed to the concepts of “tacit knowledge” and “knowledge conversion” in organization science. We present work that shaped the development of organizational knowledge creation theory and identify two premises upon which more than 15 years of extensive academic work has been conducted: (1) tacit and explicit knowledge can be conceptually dist…
Strategic management as distributed practical wisdom (phronesis)
This article claims that effective strategic management requires distributed wisdom (which the philosopher Aristotle called “phronesis”). Strategy is created out of one's existential belief or commitment to a vision of the future, the ability to interpret one's environment and resources subjectively, and the interaction between subjectivity and objectivity. These abilities need to be distributed among organizational members. Strategy as distribut…
The knowledge-creating theory revisited
This paper is a part of our attempt to build a new knowledge-based theory of the firm and organization to explain the dynamic process of knowledge creation and utilization. For this, we revisit the theory of knowledge creation through the SECI process and ba, and try to advance them further by incorporating the dialectic thinking. In this paper, knowledge creation is conceptualized as a dialectical process, in which various contradictions are syn…
Organizational Learning and Knowledge
In an era of far-reaching changes, issues of Organizational Learning are high on the agenda of social scientists, managers and consultants worldwide as they seek to adapt to new environments. The Handbook of Organizational Learning and Knowledge provides a comprehensive overview of how the concept of Organizational Learning emerged, how it has been used and debated, and where it may be going. It summarizes the state of the art and provides a full…
Managing Industrial Knowledge
Handbook of Organizational Learning and Knowledge
Knowledge Creation within Industrial Systems
A Theory of the Firm's Knowledge‐Creation Dynamics
The thesis that the apparent success of Japanese firms rests on their ability for creation of organizational knowledge is explored. The Japanese experience is taken as a launching pad for a proposed more general theory of how knowledge is, and can be, created in organizations. Two simultaneous knowledge spirals are identified as evolving over time: first, knowledge is created and expanded through the social interaction between tacit and explicit …
The Concept of “Ba”
This article introduces the Japanese concept of to organizational theory. Ba (equivalent to place in English) is a shared space for emerging relationships. It can be a physical, virtual, or mental space. Knowledge, in contrast to information, cannot be separated from the context—it is embedded in ba. To support the process of knowledge creation, a foundation in ba is required. This article develops and explains four specific platforms and their r…
The knowledge-creating company
From information processing to knowledge creation
The knowledge-creating company
Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the performance of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of know…
Knowledge and Management
In Chapter 1, we sketched a basic difference in the way Western and Japanese managers approach “knowledge creation,” which is deeply rooted in the intellectual traditions of the two cultures. To understand the difference, we need to examine fundamental assumptions about what knowledge is and how knowledge comes about. The philosophical inquiry of knowledge is known as “epistemology.” Thus we begin our journey in this chapter with a brief look at …
A Dynamic Theory of Organizational Knowledge Creation
This paper proposes a paradigm for managing the dynamic aspects of organizational knowledge creating processes. Its central theme is that organizational knowledge is created through a continuous dialogue between tacit and explicit knowledge. The nature of this dialogue is examined and four patterns of interaction involving tacit and explicit knowledge are identified. It is argued that while new knowledge is developed by individuals, organizations…
From information processing to knowledge creation
Strategic management as distributed practical wisdom (phronesis)
This article claims that effective strategic management requires distributed wisdom (which the philosopher Aristotle called “phronesis”). Strategy is created out of one's existential belief or commitment to a vision of the future, the ability to interpret one's environment and resources subjectively, and the interaction between subjectivity and objectivity. These abilities need to be distributed among organizational members. Strategy as distribut…
Toward Narrative Strategy
Strategic planning exercises often begin with the observation, "We need a better story to tell." We argue that this is not just a figure of speech but that the narrative form is uniquely appropriate to both the development and the effective communication of good strategies. Drawing on recent literature in the relatively new field of narratology, we argue that the temporal structure of stories allows for a reach into the future that evidence-based…
A Dynamic Theory of Organizational Knowledge Creation
This paper proposes a paradigm for managing the dynamic aspects of organizational knowledge creating processes. Its central theme is that organizational knowledge is created through a continuous dialogue between tacit and explicit knowledge. The nature of this dialogue is examined and four patterns of interaction involving tacit and explicit knowledge are identified. It is argued that while new knowledge is developed by individuals, organizations…
The knowledge-creating company
Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the performance of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of know…
Knowledge and Management
In Chapter 1, we sketched a basic difference in the way Western and Japanese managers approach “knowledge creation,” which is deeply rooted in the intellectual traditions of the two cultures. To understand the difference, we need to examine fundamental assumptions about what knowledge is and how knowledge comes about. The philosophical inquiry of knowledge is known as “epistemology.” Thus we begin our journey in this chapter with a brief look at …
The knowledge-creating company
From information processing to knowledge creation
The Concept of “Ba”
This article introduces the Japanese concept of to organizational theory. Ba (equivalent to place in English) is a shared space for emerging relationships. It can be a physical, virtual, or mental space. Knowledge, in contrast to information, cannot be separated from the context—it is embedded in ba. To support the process of knowledge creation, a foundation in ba is required. This article develops and explains four specific platforms and their r…
Knowledge Creation within Industrial Systems
A Theory of the Firm's Knowledge‐Creation Dynamics
The thesis that the apparent success of Japanese firms rests on their ability for creation of organizational knowledge is explored. The Japanese experience is taken as a launching pad for a proposed more general theory of how knowledge is, and can be, created in organizations. Two simultaneous knowledge spirals are identified as evolving over time: first, knowledge is created and expanded through the social interaction between tacit and explicit …
Organizational Learning and Knowledge
In an era of far-reaching changes, issues of Organizational Learning are high on the agenda of social scientists, managers and consultants worldwide as they seek to adapt to new environments. The Handbook of Organizational Learning and Knowledge provides a comprehensive overview of how the concept of Organizational Learning emerged, how it has been used and debated, and where it may be going. It summarizes the state of the art and provides a full…
Managing Industrial Knowledge
Handbook of Organizational Learning and Knowledge
The knowledge-creating theory revisited
This paper is a part of our attempt to build a new knowledge-based theory of the firm and organization to explain the dynamic process of knowledge creation and utilization. For this, we revisit the theory of knowledge creation through the SECI process and ba, and try to advance them further by incorporating the dialectic thinking. In this paper, knowledge creation is conceptualized as a dialectical process, in which various contradictions are syn…
Strategic management as distributed practical wisdom (phronesis)
This article claims that effective strategic management requires distributed wisdom (which the philosopher Aristotle called “phronesis”). Strategy is created out of one's existential belief or commitment to a vision of the future, the ability to interpret one's environment and resources subjectively, and the interaction between subjectivity and objectivity. These abilities need to be distributed among organizational members. Strategy as distribut…
Perspective—Tacit Knowledge and Knowledge Conversion
Nonaka's paper [1994. A dynamic theory of organizational knowledge creation. Organ. Sci. 5(1) 14–37] contributed to the concepts of “tacit knowledge” and “knowledge conversion” in organization science. We present work that shaped the development of organizational knowledge creation theory and identify two premises upon which more than 15 years of extensive academic work has been conducted: (1) tacit and explicit knowledge can be conceptually dist…
Pragmatic Strategy
Pragmatism is enjoying a renaissance in management studies and the social sciences. Once written off as amoral, relativist and opposed to the ideals of Truth, Reason and Progress, it is now regaining influence in public policy, international relations and business strategy. But what can pragmatism teach us about strategy? How can pragmatic strategies help businesses to succeed? This innovative book presents a pragmatic framework for shaping and s…
Toward Narrative Strategy
Strategic planning exercises often begin with the observation, "We need a better story to tell." We argue that this is not just a figure of speech but that the narrative form is uniquely appropriate to both the development and the effective communication of good strategies. Drawing on recent literature in the relatively new field of narratology, we argue that the temporal structure of stories allows for a reach into the future that evidence-based…
Dr Kazuo Inamori’s Management Praxis and Philosophy
Management by Eidetic Intuition
Computer Science (12 works) · Knowledge management (12 works) · Business (9 works) · Innovation and Knowledge Management (9 works) · Organizational learning (8 works) · Epistemology (7 works) · Knowledge value chain (7 works) · Knowledge creation (6 works) · Tacit knowledge (6 works) · Complex Systems and Decision Making (5 works)