経営学関連雑誌等
一橋ICSの教員は、日々の研究結果を、以下のように経営専門誌論文として発表しています。
※ 専任教員及び一部の特任教員まで掲載
1998年
日本企業は創造的破壊をめざせ『ルールブレーカー』の時代 『週刊東洋経済』1998年12月19日 pp.96-99
The `ART’ of knowledge: Systems to capitalize on market knowledge. European Management Journal 1998 Vol.16 No.6 pp.673-684
| 著 者: |
Nonaka, I., Reinmoellelr, P., Senoo, D. |
| 発表年: |
1998年 |
- 詳細を見る
The authors argue that current knowledge management practice, which focuses on managing explicit data and information technology, is not enough. Tacit knowledge, such as subjective insights or emotions must also be considered.
Converting between these forms of knowledge is important, and the concept of ART (action–reflex–trigger) systems is introduced to enable this to take place. ART systems enable companies to implement a multi-dynamic approach to knowledge management.
The complex concept of `ba' is introduced—a shared mental space for knowledge creation—which provides a foundation for knowledge creation. The authors explore the nature, context and enabling conditions for ART systems and show how ba can be employed in ART systems.
比較ハザードモデルを使った倒産確率推定の問題について 『一橋論叢』1998年 120巻5号 pp.701-710
Organizational Capabilities in Product Development of Japanese Firms: A Conceptual Framework and Empirical Analyses. Organization Science Vol. 9 No. 6 (Nov. - Dec., 1998) pp. 699-718
| 著 者: |
Kusunoki, K., Nonaka, I., Nagata, A. |
| 発表年: |
1998年 |
- 詳細を見る
Using a large-scale data set on product development organizations of Japanese manufacturing firms, this paper explores the effects of organizational capabilities on product development performance. We present a conceptual framework assuming that organizational capabilities consist of multilayered knowledge. Based on the idea, we classify organizational capabilities into "local," "architectural," and "process" capabilities along two dimensions: modularity and designability. The empirical analysis demonstrates differential effects of different types of organizational capabilities on different types of product development performance, and compares the differential effects between two types of industries that differ in terms of their product characteristics: system based and material based. The central message from our analysis is that the process capabilities emerging from dynamic interaction of knowledge play a crucial role as core capabilities for product development of Japanese firms in the system-based industries in which Japanese firms are relatively competitive. In the material industries, however, local capabilities have major effects on performance while effects of process capabilities are limited, which underlies the relative weakness of Japanese firms in developing material-based products. Our results raise some intriguing implications on the competitive advantages and challenges of Japanese firms' product development.
Interfunctional Transfers of Engineers in Japan: Empirical Findings and Implications on Cross-Functional Integration. IEEE Transactions on Engineering Management 1998 Vol.45 No.3 pp.250-262
| 著 者: |
Kusunoki, K. Numagumi, T. |
| 発表年: |
1998年 |
- 詳細を見る
This paper presents empirical findings on interfunctional transfers of engineers, using quantitative data collected from a large, R&D-oriented, Japanese manufacturing firm. Through quantitative analyses on characteristics of interfunctional transfers within a Japanese firm, the empirical part of the study reveals actual frequencies, timing, and patterns of interfunctional transfer to examine the relevancy of the general image of the "job rotation" practice of Japanese firms. Based on our empirical findings, we suggest that interfunctional transfers may provide Japanese companies with critical organizational capabilities for cross-functional integration, which are embedded deeply in the social context of the engineering organization.
The Concept of ‘Ba’ : Emerging Foundation of Knowledge Creation. California Management Review 1998 Vol.40 No.3 pp.40-54
| 著 者: |
Nonaka, I. |
| 発表年: |
1998年 |
- 詳細を見る
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
ブランド構築のコンテクストとしての文化：トヨタの米国市場ブランド戦略に見る“フェアネス”の重要性 『マーケティングジャーナル』1998年3月号 Vol.17 No. 4 pp.30-41
本社の機能を考え直すー知の創造を目指し経営を革新せよ 『週刊東洋経済』1998年1月24日 pp.86-89
