 | Craig Eric Schneier - 1994 - 624 lapas
...its employees, and its customers. The centerpiece of the Japanese approach is the recognition that creating new knowledge is not simply a matter of "processing"...employees and making those insights available for testing and use by the company as a whole. The key to this process is personal commitment, the employees'... | |
 | Paul W. Beamish - 1997 - 442 lapas
...of tacit knowledge and learning: "The centerpiece of the Japanese approach is the recognition that creating new knowledge is not simply a matter of processing...employees and making those insights available for testing and use by the company as a whole. The key to this process is personal commitment, the employees'... | |
 | Thomas P. Rohlen, Christopher Bjork - 1998 - 384 lapas
...its employees, and its customers. The centerpiece of the Japanese approach is the recognition that creating new knowledge is not simply a matter of "processing"...employees and making those insights available for testing and use by the company as a whole. The key to this process is personal commitment, the employees'... | |
 | Meinolf Dierkes, Ariane Berthoin Antal, John Child, Ikujiro Nonaka - 2003 - 1012 lapas
...particular difficulties in strategic learning in the Japanese companies he studied, but concluded: 'creating new knowledge is not simply a matter of...employees and making those insights available for testing and use by the company as a whole' (p. 97). In order to facilitate the eradication of existing... | |
 | Information Resources Management Association. International Conference - 2001 - 1226 lapas
...knowledge can be fully and accurately articulated and transferred among different cultural groups: '(KM) depends on tapping the tacit and often highly subjective...employees and making those insights available for testing and use by the company as a whole.' (Nonaka, 1998: 24). KNOWLEDGE MANAGEMENT : A CRITIQUE Methods... | |
 | White, Don - 2001 - 348 lapas
...knowledge can be fully and accurately articulated and transferred among different cultural groups: "(KM) depends on tapping the tacit and often highly subjective...employees and making those insights available for testing and use by the company as a whole" (Nonaka, 1998: 24). KNOWLEDGE MANAGEMENT : A CRITIQUE Methods... | |
 | 2002 - 946 lapas
...object, a metaphor which informs our thinking of knowledge significantly. Consider Nonaka's statement: "...it depends on tapping the tacit and often highly...insights, intuitions, and hunches of individual employees. .."(1991:97) Clearly the metaphor "tapping the tacit" is dependent on conceptualising of knowledge... | |
 | David Pauleen - 2004 - 376 lapas
...in order to create new knowledge. Creation of new knowledge and innovation is often dependent upon tapping the "tacit and often highly subjective insights,...employees and making those insights available for testing and use by the company as a whole" (Nonaka, 1991, p. 3). Knowledge transfer or sharing is the... | |
 | Namir Khan, Nina Nakajima, Willem H. Vanderburg - 2004 - 380 lapas
...companies that realize that new knowledge is not simply a matter of "processing" objective information but depends on tapping the tacit and often highly subjective...employees and making those insights available for testing and use by the company as a whole. 401. Noon, Randall. Introduction to Forensic Engineering.... | |
 | Constanze Clarke - 2005 - 252 lapas
...Japanese approach is the recognition that creating new knowledge is not simply a matter of 'processing' information. Rather, it depends on tapping the tacit...employees and making those insights available for testing and use by the company as a whole" (Nonaka l99l:24). Dohse et al. conclude that for Japanese... | |
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Japanese approach is the recognition that creating new knowledge is not simply a matter of "processing" objective information. Rather, it depends on tapping the tacit and often highly subjective insights, intuitions, and hunches of individual employees... 
