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Creating organizational order out of chaos: self-renewal in Japanese firms

Article Abstract:

Based on the experiences of leading Japanese companies, this article attempts to formulate a conceptual framework of a self-renewal process of a firm. The author conceptualizes the process as the continuous creation and dissolution of organizational order, or nonequilibrium self-organizing process. Although the process is continuous, four phases can be identified: creation of chaos; amplification of fluctuation; dynamic cooperation; and restructuring of organizational knowledge. The essence of the process is not the processing of syntactic information, but the organizational creation of meaningful, semantic information. The article negates the information-processing model of organization that emphasizes such concepts as fit, balance, and equilibrium. Instead, it advocates the self-organization paradigm that sheds light on functional aspects of chaos, fluctuation, and disequilibrium. (Reprinted by permission of the publisher.)

Industrial management, Renewal theory

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The self-destructive corporation

Article Abstract:

Many theories have been put forth to explain the current ills of the U.S. economy and its lack of competitiveness, but they all miss the central truth-the business systems's problems are self-made. In every case, business has been its won worst enemy. Corporate-government relations are at the core of this self-destructive tendency. Business has had a long tradition of lobbying government for policies that end up being against its own self-interest. This mixture of business strategy and business politics - the "Corporate State" - no longer works. Contrary to economists' prescriptions the corporation's economic and political interests are far from identical. Business can no longer continue to blame government while at the same time lobbying for and supporting its destructive policies. It must instead embrace the enlightened self-interest that is Capitalism. (Reprinted by permission of the publisher.)

United States economic conditions, Self-destructive behavior, Self injurious behavior

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The concept of "Ba": building a foundation for knowledge creation

Article Abstract:

This article introduces the Japanese concept of "Ba" 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 relationships to knowledge creation. Each of the knowledge conversion modes is promoted by a specific ba. A self-transcending process of knowledge creation can be supported by providing ba on different organizational levels. This article presents case studies of three companies that employ ba on the team, division, and corporate level to enhance knowledge creation. (Reprinted by permission of the publisher.)

Intellectual property, Organizational effectiveness, Knowledge, Theory of, Epistemology

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