Managing Flow A Process Theory of the Knowledge-Based Firm

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  • Format: Hardcover
  • Copyright: 2008-08-15
  • Publisher: Palgrave Macmillan

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Supplemental Materials

What is included with this book?


This book presents an ultimate theory of knowledge-based management and organizational knowledge creation based on empirical research and an extensive literature review. It covers the six essential building blocks of this theory using in-depth case studies of companies to illustrate each block.

Author Biography

Ikujiro Nonaka is Professor Emeritus in the Graduate School of International Corporate Strategy at Hitotsubashi University in Tokyo, Xerox Distinguished Faculty Scholar, University of California, Berkeley, and Distinguished Drucker Scholar in Residence at the Drucker Institute, Claremont Graduate University in Claremont, California. As originator of the Knowledge Creation Theory of the firm his research is centered on knowledge creation management to foster the next generation of business leaders Ryoko Toyama is Professor in the Chuo Graduate School of Strategic Management at Chuo University, and Visiting Professor in the Graduate School of Knowledge Science at the Japan Institute of Advanced Science and Technology. Her research is in the fields of strategy, technology management, and knowledge management Toru Hirata is Professor in the School of Economics and the Graduate School in Human and Socio-Environmental Studies at Kanazawa University. His research is in the field of Knowledge Management related to technology and intellectual property strategy

Table of Contents

List of Figures and Tablesp. vii
Foreword: From the Management of R&D to Knowledge Managementp. ix
Acknowledgementsp. xviii
Introduction: Why We Need a New Theory of the Knowledge-Based Firmp. 1
The Characteristics of Knowledgep. 6
Knowledge is subjectivep. 7
Knowledge is process-relationalp. 9
Knowledge is aestheticp. 12
Knowledge is created through practicep. 13
Towards a process theory of the knowledge-based firmp. 14
The Theoretical Frameworkp. 18
The SECI modelp. 18
A dynamic model of knowledge as the creating processp. 26
Leading the Knowledge-Creating Firmp. 53
The abilities that constitute phronesisp. 55
Exercising phronesisp. 65
Conclusionp. 66
Vision and Driving Objectives: Values for the Common Goodp. 70
Eisai Co., Ltdp. 70
Honda Motor Co., Ltdp. 87
Implicationsp. 103
Bap. 107
Mayekawa Manufacturing Co., Ltdp. 107
KUMON Institute of Education Co., Ltdp. 120
Implicationsp. 133
Dialogue and Practice: Leveraging Organizational Dialecticsp. 138
Seven-Eleven Japan Co., Ltdp. 138
Ryohin Keikaku Co., Ltd - Mujip. 156
Implicationsp. 170
Dynamic Knowledge Assets in Processp. 174
YKK Corporationp. 174
JFE Steel Corporationp. 185
Implicationsp. 201
Leadership: Fostering Distributed Excellence in the Organizationp. 206
Canon Inc.p. 207
Toyota Motor Corporation - Prius projectp. 220
Implicationsp. 231
Conclusionsp. 241
New developmentsp. 241
Future challengesp. 244
Notes on Authorsp. 246
Indexp. 247
Table of Contents provided by Ingram. All Rights Reserved.

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