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  • × author_ss:"Tsuchiya, S."
  • × theme_ss:"Information Resources Management"
  1. Tsuchiya, T.; Tsuchiya, S.: Interorganizational knowledge creation and policy exercise (1996) 0.03 
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    Abstract
    Interorganizational knowledge creation has become a crucial factor for successful management of corporations in the environment surrounding them today. Collaboration with other organizations is indispensable for a corporation to resolve complex and Jong range issues such as customer satisfaction and sustainable development. One of the most fundamental obstacles in creating knowledge among organizations is partial or incomplete communication due to incommensurable point of view. Policy exercises can improve commensurability and facilitate inter-organizational knowledge creation by providing a shared model of the system under investigation. This paper will discuss it taking Intelligent Transportation System (TTS) Deployment Exercises as an example.
    Source
    Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
    Type
    a
  2. Tsuchiya, S.: New challenges to Japanese corporations in organizational knowledge creation (1996) 0.02 
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    Abstract
    We are in the midst of a new business revolution driven by information technology. The centerpiece of this business revolution is a new kind of product which delivers instant customer gratification in a cost-effective way. The ability to make such products will determine the successful corporations of the next century. The new business revolution demands drastic changes in organizational knowledge creation, among corporations as well as in a corporation. The key attributes of Japan's success in creation of organizational knowledge are: (1) participative management, (2) "Kaizen," and (3) "Keiretsu." In today's world of fast-moving markets and fierce competition, however, the Japan model betrays its weakness: too much time required for organizational decision making, difficulty to make revolutionary change, and obscurity of responsibility. To solve the problems, Japanese companies are decentralizing the organizations and forming virtual corporations. The changes from consensus management to responsibility management and from "keiretsu" groups to virtual corporations pose three fundamental challenges to Japanese corporations in organizational knowledge creation: (1) co-existence of firm central direction and maximum individual autonomy; (2) construction of sophisticated information networks; and (3) intercultural communication. Corporations, MITI, and universities in Japan are making concerted efforts to deal wich the winds of change that are sweeping through industry and the economy.
    Source
    Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
    Type
    a