Academic Journal
Peer-reviewed journal articles
2003
The Social Embeddedness of Japanese HRM Practices: The Case of Recruiting, Human Resource Management Review 2003 Vol.13 No.3 pp.439-465
| Author: |
Robinson, P. |
| Year: |
2003 |
| URL: |
https://doi.org/10.1016/S1053-4822(03)00045-7 |
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- This paper examines Japanese recruiting practices to illustrate how Japanese personnel practices are embedded in the social structure and norms of Japan. It approaches embeddedness from two angles. First, it argues that Japanese recruiting practices have been slow to adapt to the dramatically changing job market of the 1990s, because these practices have been embedded in social structures that have been slow to change. Second, it argues that the social structure underlying these practices is so firmly rooted that even powerful foreign firms have had no success in bringing about change, but have been forced to conform to Japanese practices.
The knowledge-creating theory revisited: knowledge creation as a synthesizing process. Knowledge management research & practice 2003 Vol.1 No. 1 pp.2-10
| Author: |
Nonaka, I., Toyama, R., SpringerLink (Online service). |
| Year: |
2003 |
| URL: |
https://doi.org/10.1057/palgrave.kmrp.8500001 |
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- This paper is a part of our attempt to build a new knowledge-based theory of the firm and organization to explain the dynamic process of knowledge creation and utilization. For this, we revisit the theory of knowledge creation through the SECI process and ba, and try to advance them further by incorporating the dialectic thinking. In this paper, knowledge creation is conceptualized as a dialectical process, in which various contradictions are synthesized through dynamic interactions among individuals, the organization, and the environment. With the view of a firm as a dialectic being, and strategy and organization should be re-examined as the synthesizing and self-transcending process instead of a logical analysis of structure or action. An organization is not an information-processing machine that is composed of small tasks to carry out a given task, but an organic configuration of ba. Ba, which is conceptualized as a shared context in motion, can transcend time, space, and organization boundaries to create knowledge.
