Organizational Knowledge Creation in the Japanese Multinational Corporation: What U.S. Managers Can Learn from Nonaka
| dc.contributor.author | Duncan, Timothy J. | |
| dc.date.accessioned | 2010-02-24T19:11:17Z | |
| dc.date.available | 2010-02-24T19:11:17Z | |
| dc.date.issued | 2010-02-24T19:11:17Z | |
| dc.description | This paper was completed as part of the final research component in the University of Oregon Applied Information Management Master's Degree Program [see htpp://aim.uoregon.edu]. | en_US |
| dc.description.abstract | This literature review examines the application of Ikujiro Nonaka’s perspective on organizational knowledge creation in the Japanese Multinational Corporation (MNC). Focus is on the SECI model and the concept of ba. Literature published between 1994 and 2009 is synthesized to develop four guidelines for U.S. managers who work in Japanese MNCs, including the need to understand the Japanese view of tacit knowledge conversion and the important role of middle managers in translating top management vision. | en_US |
| dc.identifier.uri | https://hdl.handle.net/1794/10206 | |
| dc.language.iso | en_US | en_US |
| dc.relation.ispartofseries | AIM Capstone 2010;Timothy J. Duncan | |
| dc.subject | Organizational knowledge | |
| dc.subject | Tacit knowledge conversion | |
| dc.subject | SECI model | |
| dc.subject | Applied Information Management | |
| dc.subject | AIM | |
| dc.subject | Data | |
| dc.title | Organizational Knowledge Creation in the Japanese Multinational Corporation: What U.S. Managers Can Learn from Nonaka | en_US |