From the Inside Flap
"There is no stronger ?brand? in the field of knowledge management than Hitotsubashi University, home of both Nonaka and Takeuchi. Other members of the Hitotsubashi community helped to break new ground by looking at other management disciplines ? strategy, branding, networking, international competition, and information technology ?from a knowledge perspective. Hitotsubashi's brand equity has been further enriched as a result." - David A. Aaker, Professor EmeritusHaas School of Business University of California, Berkeley
"Fuji Xerox has been supporting Professors Nonaka and Takeuchi's research efforts on knowledge since the late 1990s. We are delighted to see our collaboration bear fruits in the form of this publication. This book is a must read for companies and business executives trying to cope with change and utilize knowledge to their advantage." - Yotaro Kobayashi, Chairman Fuji Xerox
"Leaders in both the private and public sectors need to teach their organizations the new rules of the game to win in today's Knowledge Society. Nonaka and Takeuchi, acclaimed around the world as ?the fathers of the knowledge movement,? offer new insights in this book on how to embrace paradox and turbulence using dialectical thinking." - Noel Tichy, Professor, University of Michigan Business School
"This is the best collection of writings on Nonaka and Takeuchi's theory of knowledge creation, it provides rich insights for academic and practitioner alike." - Dave Snowden, Director, Canolfan Cynefin Centre IBM Global Services
From the Back Cover
For one thing, the two societies differ in the ?means of production? they utilize. In the Industrial Society, we relied on machinery, assembly line, and robots as the means of production. In the Knowledge Society, every member of society has the means of production within his or her head and hand. Head is used as a metaphor for ?explicit? knowledge. Hand is used as a metaphor for ?tacit? knowledge. Knowledge is made up of two opposites, namely explicit knowledge and tacit knowledge. This book shows that new knowledge is created through ?synthesis,? which is a continuous and dynamic process that reconciles and transcends opposites.
For another, the two societies differ in the pace of change and the degree of complexity. We are living in very turbulent times and in a very complex world today. The more turbulent the times, the more complex the world, the more paradoxes there are. One of the main reasons that companies fail today is their tendency to kill paradoxes by sticking to old routines. Knowledge is the key to success in a world where only the paranoid survive. Since knowledge becomes obsolete as soon as it is created, new knowledge has to be created constantly and ubiquitously.
Written by leading professors at Tokyo?s Hitotsubashi University Graduate School of International Corporate Strategy, this book is a bold attempt to re-think management from a knowledge perspective. How should we think about strategy, organization, branding, global competition, or IT from the point of view of knowledge? Read on for new insights.