知識創造理論的演進
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This document summarizes the evolution of knowledge creation theory presented by Chen Dezhao. It discusses how the theory originated from studies of Japanese companies and their emphasis on the role of middle managers. It then explains Nonaka's SECI model of knowledge conversion between tacit and explicit knowledge, and the concepts of knowledge spiral and "ba" or shared context. It traces how the theory has expanded to emphasize the role of top executives and a strategic approach. Questions are raised about applying the theory in different organizational contexts.
![Strategy-as-distributed phronesis Phronesis as “ experiential knowledge to make context-specific decisions based on one’s value and ethics (high quality tacit knowledge)” The role of top executives/ founders. The [XX] way, e.g. IBM, HP, Toyota, Honda, Canon, etc.](https://image.slidesharecdn.com/sju-april12008-100612210708-phpapp01/85/-29-320.jpg)
知識創造理論的演進
- 1. 知識創造理論的演進 陳德釗 April 1, 2008 聖約翰科技大學 工業工程與管理學系 實務專題研討
- 2. 簡報流程 個人簡介 職場經驗分享 生涯發展 知識創造理論的演進
- 3. 個人簡介 教育背景 新埔工專工業工程與管理科， 1987-1992 輔仁大學進修部圖書資訊學系學士， 1992-1995 國立中央大學企業管理學系企業管理碩士， 1995-1998 日本 國立大學法人 北陸先端科學技術大學院大學，知識科學研究科，知識社會系統專攻，知識科學博士， 2004-2007 工作經歷 專職 : 小型民間智庫、軟體公司、產業分析、產業媒體 兼職 : 學校圖書館、國科會資料庫計畫、英文專利翻譯、英文新聞稿 / 技術文件翻譯
- 4. 職場經驗分享 履歷的準備 個人特質方面的測驗 ; 性向測驗 專業性質的測驗 面試 / 非母語的面試
- 5. 職場經驗分享 經驗分享 應徵職位 : Business information specialist, Mckinsey & Co., Taipei Office, 2002. 情境式的問題 1. How will you do? 2. What are your steps to do that?
- 6. 職場經驗分享 作業流程 : 步驟、表單、聯絡窗口 合作對象 - 公司內、公司外 規劃、執行 眼界、 心態 能力
- 7. 職場經驗分享 規劃 What, When, Who, Where, and How? Why? 執行 How to do? 團隊合作 跨部門 / 職能的溝通
- 8. 職場經驗分享 Check Do Plan Action 規劃與執行
- 9. 職場經驗分享 眼界、心態 個人、部門、公司、產業、市場（本地 / 海外 ) 能力 有條理的文字和口語的表達能力 專業領域能力 合理 ( 禮 ) 的進退應對 持續的學習
- 10. 生涯發展 垂直 作業層次、團隊管理、經營階層 水平 多能工、跨領域 a b c d e f g h 工作職能 組織層級
- 11. 生涯發展 工作 生活 健康 學習 時間管理
- 12. 生涯發展 工作 vs. 學習 除了自學之外，需要再重回校園進修嘛 ? Why? What? Who? When? What? Where? How?
- 13. 生涯發展 從工作、學習、生活當中累積屬於 自己的 成就感 更多的財富或著更自主的生活 老闆 / 主管永遠是對的 ? 做自己或薪水的主人 ? 提起與放下的選擇
- 14. 知識創造理論的演進
- 15. 歷史背景 Knowledge becomes one of production endowments in today’s economic development. Reengineering, downsizing cannot improve competitiveness of Western countries. Prosperity of Japan economy before the “lost decade” (1991-2000) attracted people to find out the success secret of its growth.
- 16. 知識創造理論的誕生 Back to 1986, new product development models derived from Japanese companies (Takeuchi & Nonaka, 1986). Middle-up-down management model was proposed (Nonaka, 1988) to emphasize the role of middle managers in the organization.
- 17. 知識創造理論的誕生 All begins from Organizational knowledge creation process. Source: Nonaka (1994).
- 18. 知識創造理論的誕生 來自哲學領域的思考 西方的 : tacit /explicit knowledge (Polanyi), epistemology (how to know), ontology (what one exists for), etc. 日本的 / 東方的 : Ba (Nishida), oneness of humanity and nature, oneness of body and mind, and oneness of self and other. 來自組織研究領域的觀點 Information processing perspective, Organizational communication and coordination, and Leadership.
- 19. 知識創造過程 Source: Nonaka, Toyama & Konno (2000). SECI model + Knowledge spiral + Ba
- 20. SECI Model Socialization Externalization Combination Internalization
- 21. SECI Model Source: Nonaka & Toyama (2003); colorized in Nonaka (2004)
- 22. 知識螺旋 ( Knowledge spiral) Knowledge spiral runs within and beyond the organizational boundary. Source: Nonaka, Toyama & Konno (2000).
- 23. 場域 (Ba) 知識從哪來 ? Source: Nonaka, Toyama & Konno (2000).
- 24. 場域 (Ba) Ba: a shared context in motion; the context and the meanings that are shared and created through interactions that occurs at a particular time and space Source: Nonaka, Toyama & Konno (2000).
- 25. 場域 (Ba) 不同的互動與媒體形式下，所對應的不同的場域 Source: Nonaka, Toyama & Konno (2000).
- 26. 知識資產 在不同的知識型態所對應的不同的知識資產 Source: Nonaka, Toyama & Konno (2000).
- 27. 廠商做為一個辯證的實體 Source: Nonaka & Toyama (2002); colorized in Nonaka (2004)
- 28. 知識創造廠商的理論內涵 Subjectivity: tacit knowledge Objective: explicit knowledge Synthesis: achieved through dialectical thinking and action.
- 29. Strategy-as-distributed phronesis Phronesis as “ experiential knowledge to make context-specific decisions based on one’s value and ethics (high quality tacit knowledge)” The role of top executives/ founders. The [XX] way, e.g. IBM, HP, Toyota, Honda, Canon, etc.
- 30. 綜合討論 Low High Level of Managerial Hierarchy Middle Managers Top Management First line employees High Tacitness of Knowledge Low
- 31. 綜合討論 Low High Level of Managerial Hierarchy High Tacitness of Knowledge Low Middle-up-down management Strategy-as-distributed phronesis Strategy as Practices (?)
- 32. 綜合討論 The role of top level executive leadership has emphasized and expanded in the development of knowledge creating theory. While strategy-as-practice approach is a new emerging agenda, the role of first line employees and how they work to create, share, and transfer knowledge/routines would be a new research direction.
- 33. 綜合討論 Knowledge creating theory is an knowledge based theory that… Combine philosophic arguments in the business context and knowledge in the field of managerial and organizational studies, supported by cases of Japanese firms.
- 34. 綜合討論 從知識創造理論的演進對應到現代管理理論的演進 The knowledge creating firm (Nonaka & Takeuchi, 1995). Why do firms differ? (Nonaka, 2006; Nonaka & Toyama, 2005) 1980’s 2006 1995 Why do firms differ? (Nelson, 1991) The new new product development game (Takeuchi & Nonaka, 1986) Competitive advantages/ Strategies (Porter, 1980, 1985) Core competence (Prahalad & Hamel, 1990) 1986
- 35. 綜合討論 Back to the basic- Why do firms differ? How to differentiate your firm from competitors and lead the competitive pace? For those in industry, how to learn from the field for creating knowledge is more critical than developing philosophical, abstract dialogue and arguments.
- 36. 綜合討論 Questions that industry community may interest, such as, Could organizational knowledge be well identified, developed, and maintained in different contexts, such as in the different level of hierarchy, SME, and different industries? How do we transfer organizational knowledge into real profit? How do we establish or identify of phronesis in start ups or SMEs?
- 37. Q&A ® All rights of cited figures and tables belong to their original owners