Knowledge emergence : social, technical, and evolutionary dimensions of knowledge creation / Ikujiro Nonaka, Toshihiro Nishiguchi, editors. In this context, also, the study of the mechanisms and dynamics of knowledge creation will provide essential keys for improving society in the twenty-first century. The Emergence of Ba: A Conceptual Framework for the Continuous and Self-Transcending Process of Knowledge Creation 13.
This diversity reflects that progress in knowledge creation is still in its infancy. The conference was fertile ground, or ba, as Ikujiro Nonaka and others would put it, for progress in knowledge creation. In the first essay, Ikujiro Nonaka, Noboru Konno, and Ryoko Toyama discuss the concept of ba and its application in the field of knowledge creation.
As a result, IT is moving from a supporting to a central role in the knowledge creation process. In the next part, the focus of interest shifts from intra-organizational to inter-organizational knowledge creation.
KNOWLEDGE, BA, AND CARE
Understanding this mutual relationship between explicit knowledge and tacit knowledge is key to understanding the knowledge creation process. Knowledge is created through such interactions between individuals with different types and contents of knowledge (Nonaka, 1990; Nonaka and Takeuchi, 1995). Third, the explicit knowledge is edited or processed in the organization to make it more useful.
When knowledge is acquired in the tacit knowledge bases of individuals in the form of shared mental models or technical know-how, it becomes a valuable asset. As we said earlier, knowledge is created through a continuous and dynamic interaction between tacit and explicit knowledge (see figure 2.1). The interaction between tacit knowledge and explicit knowledge is not limited to an ontological level of the knowledge-creating entity; for example, there are individual, group, organizational and inter-organizational levels.
A spiral occurs when the interaction between tacit and explicit knowledge is dynamically lifted from a lower ontological level to higher levels. Dialogue ba is the place where tacit knowledge is made explicit, and thus it is connected to the externalization process.
Originating Ba Dialoguing Ba
Originating ba is the world in which individuals share feelings, emotions, experiences and mental models. The emergence of a ba is often the primary ba from which the process of knowledge creation begins, and this ba is associated with the socialization process. Physical, face-to-face experiences are key in turning tacit knowledge into tacit knowledge.
Pure experiences, ecstasy, or being thrown into the world are philosophical terms that describe such a subjective ontological field. Selecting people with the right mix of specific knowledge and abilities for a project team, task team or cross-functional team is critical. Through dialogue, individuals' mental models and skills are converted into common terms and concepts.
Individuals share the mental model of others, but also reflect and analyze their own model. The importance of sensitivity to meaning and the will to make tacit knowledge explicit is recognized at companies such as Honda or 3M.
Systematizing BaExercising Ba
The knowledge creation process at Seven-Eleven Japan begins on the shop floors of the seven thousand Seven-Eleven stores. Rules of traditions and practices are also based on the organization's value system. In the case of the computer manufacturer (Darrah, 1995), there are numerous examples of transactional processes.
In the gifting process, the individual develops a personal understanding of the task and possible solutions to the task. In addition, the machine enables a considerable increase in the yield of the deboning process by 1.8 to 2.0 percent. This young engineer then demonstrated manual deboning for the project manager in the first phase, saying, "chicken meat can be taken off the bone without cutting it." The project manager, aware of the flawed concept in the first phase of development and the limits of knowledge of mecha electronics, saw a demonstration by young engineers and thought to himself that "he really had something!" He believed that there could be a very successful alternative that could not find.
Project members not only created agreement on the rules, but also developed a shared understanding of how to follow and use the rules. How customer care facilitates the development of organizational knowledge is one of the most promising research focuses.
TECHNOLOGY AND COOPERATION
The management of knowledge creation is considered one of the key factors in the management of new product development. Finally, we discuss the necessary management changes for the successful introduction and full realization of the benefits of the new CAD systems in the product development process. There may also be conditions related to the conditions of the land and regulations that must be met in the design of the new home.
This capability is also useful in developing multiple products that use different combinations of the same subsystems. However, the efforts to develop the new system are not considered to be completely successful. Two skill changes are required to take advantage of the sophisticated features of the new 3-D CAD system.
This is confirmed by a large-scale empirical study of the process of experimentation in integrated circuit design, using two different technologies: (1) Field Programmable Logic Devices (FPLDs); or (2) application-specific integrated circuits (ASICs). This article reflects on the changing temporal dynamics of innovation on products, which are crystallizations of the state of knowledge in the company at a given time. In addition, the market value of products is increasingly transient and the length of the commercial usability of products is decreasing.
At the heart of the transience of a product's value is the growing centrality of knowledge creation and innovation in the value creation process. This essay examines the implications of the acceleration of knowledge creation and its impact on business. The fifth chapter speculates on the applicability of the knowledge-impermanence connection to the transmutation of computer networks into the Internet.
The concluding part discusses the implications of the increasing centrality of knowledge creation and the temporal dynamics of companies. I also thank the participants of the IBM Japan-Mitsubishi Bank Conference and the Conference on the Comparative Study of Knowledge Creation. See Noble (1984) for a study of the creation of computer numerically controlled (CNC) machine tools in the United States.
Their focus is on pragmatic knowledge, knowledge for action, both when embodied in the skills of group members (tacit knowledge) and when described in documents and/or information bases (explicit knowledge). In other words, when interacting with other team designers, they are both socializing (when participating in the design itself) and externalizing (when discussing and evaluating design choices from the perspective of customer requirements and defined smart home scenarios. at the beginning of Fantasy).
TRANSNATIONAL KNOWLEDGE CREATION
One of the main characteristics of MNE evolution in the last decade has been the increasing internationalization of R&D. This essay explores the patterns and nature of cross-border knowledge creation in the R&D function. Foreign-owned research and development centers in the United States fall between home country and US foreign units.
But the fact that more than half of these units are involved in cross-border interactions with foreign units in the company for more than one quarter of the products or technologies they work on indicates extensive cross-border knowledge creation. The next section examines the extent of internal cross-border knowledge creation patterns in the US. For all ten mechanisms, the percentage of units without experience of the mechanism falls as the cross-border interaction level rises.
In the last two years, how effective were each of the following factors in contributing to a good working relationship with them. Cross-border knowledge creation is of course not limited to the MNE's dispersed internal networks. If we focus in particular on the international relations between the two categories of US-owned entities located in the United States, the HRDUs and the U.S. home entities.
The importance of the familiarity and access factors can be gauged by looking at the difference in Asian connections between home country units in the United States. A more consistent distinction regarding the nature of knowledge seemed to be between knowledge that was site-specific (that is, applicable to and in a specific, bounded local context) and knowledge that was, for lack of a better term, generic (that is, applicable in and to all similar contexts). There is a growing body of work that illuminates Japanese knowledge-making processes, including many of the essays in this book.
However, relatively little of the work on Japanese knowledge creation explicitly addresses the implications for the internationalization processes of Japanese firms. One of the key features of the multinational enterprise (MNE) is that it operates in a variety of different environments (Ghoshal and Westney, 1993). But over time, both the focal variables in the analysis of MNCs and the definitions of the essential features of Japanese organizational models have changed considerably.
Some of the features identified as distinctively Japanese in the analyzes of the 1970s (such as the channeling of investment to developing countries rather than the highly industrialized markets and the preference for joint ventures over wholly owned operations) turned out to be characteristic of the early stages of the process of multinationalization (that is, life cycle effects) rather than persistent features of the Japanese MNCs. We believe that it is associated with the key roles of managers in the information and knowledge creation systems of the Japanese firm (Nonaka, 1990).
