A theory of organizational knowledge creation

Article Abstract:

A theory of organizational knowledge creation is advanced, defined as the process that expands the knowledge created by individual members and makes it a part of the organization's knowledge system. It operates on the assumption that social interaction between tacit and explicit knowledge is the channel through which human knowledge is created and expanded. The model involves four methods of converting tacit and explicit knowledge, namely socialization, externalization, combination and internalization.

Models, Analysis, Organizational communication, Knowledge, Sociology of, Sociology of knowledge

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Innovation management of Japanese pharmaceutical companies: The case of an antibiotic developed by Takeda

Article Abstract:

The situation involving the innovation management of the Japanese pharmaceutical companies and the strategic value of modification-based innovation is discussed. Various factors including immature corporate research and development (R&D), the safety-oriented regulator, and the well-organized medical society were observed in the case of an antibiotic developed by Takeda, which also contributed to the proliferation of modification-based innovation in Japan.

Pharmaceutical preparations, Pharmaceutical industry, Antibiotics, Technology application, Pharmaceutical research

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Strategic knowledge creation: The case of Hamamatsu Photonics

Article Abstract:

The dynamic strategic knowledge creation process is explained by organizing the components of knowledge visions, driving objectives, dialogues, creative routines, and shared context of interaction (Ba). A Japanese-based company Hamamatsu Photonics, Ltd. is used to illustrate the space-time specific interaction of these components and also it limitations.

Measuring & controlling devices, not elsewhere classified, Measuring and Controlling Devices, Instrument industry, Instrument industry (Equipment), Hamamatsu Photonics KK

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