-知的資産の創造と有効活用-
ビジネス･スキル 野中郁次郎 (和書 | 洋書)更新日 : 2006-03-20 ■参考情報 |
|||
書籍情報 |
目次 |
||
|
第1章 組織における知識―序論 第2章 知識と経営 第3章 組織的知識創造の理論 第4章 知識創造の実例 第5章 知識創造のためのマネジメント・プロセス 第6章 新しい組織構造 第7章 グローバルな組織的知識創造 第8章 実践的提言と理論的発見 |
||
|
From Managing to Enabling Knowledge The Limits of Knowledge Management So Many Barriers Still Exist Care in the Organization Why an Enabling Context Matters Strategy and Knowledge Creation Ensuring Survival in the Present and Advancement in the Future Enabler 1 Instill a Knowledge Vision Enabler 2 Manage Conversations Enabler 3 Mobilize Knowledge Activists Enabler 4 Create the Right Context Enabler 5 Globalize Local Knowledge Knowledge Enabling in Action Dismantling Barriers at Gemini Consulting Epilogue The Knowledge-Enabling Journey | ||
|
PART I KNOWLEDGE, BA, AND CARE PART II TECHNOLOGY AND COOPERATION PART III TRANSNATIONAL KNOWLEDGE CREATION PART IV INTERFIRM RELATIONS |
||
|
PART ONE: KNOWLEDGE, CREATION AND LEADERSHIP SECI, /f003Ba/f001 and Leadership - Ikujiro Nonaka, Ryoko Toyama and Noboru Konno A Unified Model of Dynamic Knowledge Creation Structure and Spontaneity; Knowledge and Organization - John Seely Brown and Paul Duguid Self-Transcending Knowledge - Claus Otto Scharmer Organizing Around Emerging Realities Understanding the Creative Process - Charlan Jeanne Nemeth and Lauren Nemeth Management of the Knowledge Worker A Mentality Theory of Knowledge Creation and Transfer - Kaiping Peng and Satoshi Akutsu Why Some Smart People Resist New Ideas and Some Don't PART TWO: FIRMS, MARKETS AND INNOVATION Strategies for Managing Knowledge Assets - David J Teece The Role of Firm Structure and Industrial Context Knowledge and Organization - Robert M Grant How Should Knowledge Be Owned? - Charles Leadbeater Following Distinctive Paths of Knowledge - Fiona E Murray Strategies for Organizational Knowledge-Building Within Science-Based Firms The Modularity Trap - Henry W Chesbrough and Ken Kunsunoki Innovation, Technology Phase shifts and the Resulting Limits of Virtual Organizations PART THREE: MANAGING KNOWLEDGE AND TRANSFORMATION Can Knowledge Management Deliver Bottom Line Results - Charles Lucier and Janet D Torsilieri How Tacit Knowledge Explains Organizational Renewal and Growth - Seija Kulkki and Mikko Kosonen The Case of Nokia The Knowledge Perspective in the Xerox Group - Kazue Kikawada and Dan Holthouse Towards a Univeral Management of the Concept of Knowledge - Hirotaka Takeuchi Research Directions for Knowledge Management - David J Teece and Ikujiro Nonako |
||
|
|
||
|
Executive Summary. Introduction. Europe: A Tradition of Business and Innovation. Two Themes: Innovation from Diversity and the European Imperative. The Light and the Shadow Explained. KNOWLEDGE AND INNOVATION. Truth, Goodness and Beauty: The Foundations of Knowledge. Vision and Breadth: The Nature of Innovation. Time Past, Time Future: The Imperative of Innovation. The Character of Successful Innovative Companies. Capturing the Universal Principles of Innovation. DIVERSITY. Shadows of the Pyrenees: Describing Diversity. The Reef, the Garden and the Forest: The Diversity of the Triad. Trees in the Forest: The Diversity of Europe. Complexity and Opportunity: Diversity as a Source of Innovation. Diversity Revisited. IMPLICATIONS. Universal Principles, Diverse Environments, Unique Companies. Towards the Future. THE LEADERSHIP OF INNOVATION. Music, Conductor and Orchestra. Epilogue. Bibliography. Index. |
||
|
Introduction: Finding Paths through the Handbook PART I INSIGHTS FROM MAJOR SOCIAL SCIENCE DISCIPLINES PART II EXTERNAL TRIGGERS FOR LEARNING PART III FACTORS AND CONDITIONS SHAPING ORGANIZATIONAL LEARNING PART IV AGENTS OF ORGANIZATIONAL LEARNING PART V PROCESSES OF ORGANIZATIONAL LEARNING AND KNOWLEDGE CREATION PART VI INTERORGANIZATIONAL LEARNING AND KNOWLEDGE IN A GLOBAL CONTEXT PART VII DEVELOPING LEARNING PRACTICES PART VIII PUTTING LEARNING INTO PRACTICE PART IX CONCLUSION |
||
|
PART I FUNDAMENTAL ISSUES IN KNOWLEDGE CREATION THEORY PART II CREATING MARKET KNOWLEDGE PART III KNOWLEDGE CREATION IN INTERFIRM COLLABORATION PART IV KNOWLEDGE CREATION IN THE SUPPLY CHAIN |
||
|
1. Knowledge Creation and Dialectics. 2. The Knowledge-Creating Company 3. Theory of Organizational Knowledge Creation. 4. Knowledge Creation as Synthesizing Process. 5. From Managing to Enabling Knowledge. 6. Value Differentiation: Organizing "Know-What" for Product Concept Innovation. 7. Knowledge Management and Global Competition. 8. Inter-Organizational Knowledge Creation: Knowledge and Networks. 9. Dialogue and Innovation. 10. Branding Capabilities. 11. Synthesizing Modular and Integral Knowledge for Innovating Business Architecture in IT. 12. Synethesis at Work in a New Venture. |
||
