Reviews
"A fascinating, exciting exposure to a new way of thinking about the knowledge-based company....Provides a model of knowledge creation that will be a touchstone of future work in this field....This important, imaginative book will challenge and intrigue managers and management scholars alike."--D. Eleanor Westney, MIT Sloan School of Management in the Sloan Management Review"A fascinating volume that will interest philosophers, managers, and more common readers....The analyses are so thorough that they make the one- and two-page descriptions in Forbes magazine seem like elementary fairy stories. The authors have done their research well and provide delightful details."--Minneapolis Star Tribune"Knowledge creation is to the 90s what excellence was to the 80s. I can't imagine a better book on organizational design for innovation. Nor can I imagine a better common focus for managers and scholars. This is the best and most original blend of organizational theory and practice we are likely to see for some time."--Karl E. Weick, University of Michigan School of Business Administration"This is the most creative book on management to come out of Japan. The same authors who introduced the rugby approach to new product development, now bring us a myriad of new concepts: tacit knowledge, the oneness of mind and body, middle-up-down management, hypertext organization, to name a few. The insights for this book originated in Japan, but the managerial implications are universal. It is a must read for managers competing in the borderless world."--Kenichi Ohmae, Ohmae & Associates"Nonaka and Takeuchi take on a subject that is truly on the frontier of management: the process by which companies learn and create competitively valuable knowledge. What is refreshing about this book is that Nonaka and Takeuchi go beyond the slogans that have characterized much of the previous work on this subject, and delve into the specific organization structures and processes involved in organizational creativity and learning. They bring a wealth of specific, in-depth company evidence to bear on the task. The result is an important book which will advance both the literature as well as corporate practice."--Michael E. Porter, C. Roland Christensen Professor of Business Administration, Harvard University, "A fascinating, exciting exposure to a new way of thinking about the knowledge-based company....Provides a model of knowledge creation that will be a touchstone of future work in this field....This important, imaginative book will challenge and intrigue managers and management scholars alike."--D. Eleanor Westney, MIT Sloan School of Management in the Sloan Management Review "A fascinating volume that will interest philosophers, managers, and more common readers....The analyses are so thorough that they make the one- and two-page descriptions in Forbes magazine seem like elementary fairy stories. The authors have done their research well and provide delightful details."-- Minneapolis Star Tribune "Knowledge creation is to the 90s what excellence was to the 80s. I can't imagine a better book on organizational design for innovation. Nor can I imagine a better common focus for managers and scholars. This is the best and most original blend of organizational theory and practice we are likely to see for some time."--Karl E. Weick, University of Michigan School of Business Administration "This is the most creative book on management to come out of Japan. The same authors who introduced the rugby approach to new product development, now bring us a myriad of new concepts: tacit knowledge, the oneness of mind and body , middle-up-down management, hypertext organization, to name a few. The insights for this book originated in Japan, but the managerial implications are universal. It is a must read for managers competing in the borderless world."--Kenichi Ohmae, Ohmae & Associates "Nonaka and Takeuchi take on a subject that is truly on the frontier of management: the process by which companies learn and create competitively valuable knowledge. What is refreshing about this book is that Nonaka and Takeuchi go beyond the slogans that have characterized much of the previous work on this subject, and delve into the specific organization structures and processes involved in organizational creativity and learning. They bring a wealth of specific, in-depth company evidence to bear on the task. The result is an important book which will advance both the literature as well as corporate practice."--Michael E. Porter, C. Roland Christensen Professor of Business Administration, Harvard University, "Nonaka and Takeuchi take on a subject that is truly on the frontier ofmanagement: the process by which companies learn and create competitivelyvaluable knowledge. What is refreshing about this book is that Nonaka andTakeuchi go beyond the slogans that have characterized much of the previous workon this subject, and delve into the specific organization structures andprocesses involved in organizational creativity and learning. They bring awealth of specific, in-depth company evidence to bear on the task. The result isan important book which will advance both the literature as well as corporatepractice."--Michael E. Porter, C. Roland Christensen Professor of BusinessAdministration, Harvard University, "The authors' major points are clear--and clearly contradict currently held business management theories."--Booklist, "Knowledge creation is to the 90s what excellence was to the 80s. I can'timagine a better book on organizational design for innovation. Nor can I imaginea better common focus for managers and scholars. This is the best and mostoriginial blend of organizational theory and practice we are likely to see forsome time."--Karl E. Weick, University of Michigan School of BusinessAdministration, "This is the most creative book on management to come out of Japan. The same authors who introduced the rugby approach to new product development, now bring us a myriad of new concepts: tacit knowledge, the oneness of mind and body, middle-up-down management, hypertext organization, to name afew. The insights for this book originated in Japan, but the managerial implications are universal. It is a must read for managers competing in the borderless world."--Kenichi Ohmae, Ohmae and Associates, "A fascinating, exciting exposure to a new way of thinking about theknowledge-based company....Provides a model of knowledge creation that will be atouchstone of future work in this field....This important, imaginative book willchallenge and intrigue managers and management scholars alike."--D. EleanorWestney, MIT Sloan School of Management in the Sloan Management Review, "This book provides the best and deepest insights into how Japanesecompanies innovate. For the first time ever, Western managers will be able tolearn how Honda, Canon, Matsushita, and others tap the intellectual capital oftheir workers to create and expand knowledge. At the same time, the book showswhat Japanese managers are learning from Western companies to compete moreeffectively in the emerging 'knowledge society.' The book taps the best of twoworlds like no other book I have ever read."--Yotaro Kobayashi, Chairman andCEO, Fuji Xerox Co., Ltd., "Knowledge creation is to the 90s what excellence was to the 80s. I can't imagine a better book on organizational design for innovation. Nor can I imagine a better common focus for managers and scholars. This is the best and most original blend of organizational theory and practice we arelikely to see for some time."--Karl E. Weick, University of Michigan School of Business Administration, "A fascinating, exciting exposure to a new way of thinking about the knowledge-based company....Provides a model of knowledge creation that will be a touchstone of future work in this field....This important, imaginative book will challenge and intrigue managers and management scholars alike."--D. Eleanor Westney, MIT Sloan School of Management in the Sloan Management Review "A fascinating volume that will interest philosophers, managers, and more common readers....The analyses are so thorough that they make the one- and two-page descriptions in Forbes magazine seem like elementary fairy stories. The authors have done their research well and provide delightful details."--Minneapolis Star Tribune "Knowledge creation is to the 90s what excellence was to the 80s. I can't imagine a better book on organizational design for innovation. Nor can I imagine a better common focus for managers and scholars. This is the best and most original blend of organizational theory and practice we are likely to see for some time."--Karl E. Weick, University of Michigan School of Business Administration "This is the most creative book on management to come out of Japan. The same authors who introduced the rugby approach to new product development, now bring us a myriad of new concepts: tacit knowledge, the oneness of mind and body, middle-up-down management, hypertext organization, to name a few. The insights for this book originated in Japan, but the managerial implications are universal. It is a must read for managers competing in the borderless world."--Kenichi Ohmae, Ohmae & Associates "Nonaka and Takeuchi take on a subject that is truly on the frontier of management: the process by which companies learn and create competitively valuable knowledge. What is refreshing about this book is that Nonaka and Takeuchi go beyond the slogans that have characterized much of the previous work on this subject, and delve into the specific organization structures and processes involved in organizational creativity and learning. They bring a wealth of specific, in-depth company evidence to bear on the task. The result is an important book which will advance both the literature as well as corporate practice."--Michael E. Porter, C. Roland Christensen Professor of Business Administration, Harvard University, "A fascinating, exciting exposure to a new way of thinking about the knowledge-based company....Provides a model of knowledge creation that will be a touchstone of future work in this field....This important, imaginative book will challenge and intrigue managers and management scholarsalike."--D. Eleanor Westney, MIT Sloan School of Management in the Sloan Management Review, "This book provides the best and deepest insights into how Japanese companies innovate. For the first time ever, Western managers will be able to learn how Honda, Canon, Matsushita, and others tap the intellectual capital of their workers to create and expand knowledge. At the same time, thebook shows what Japanese managers are learning from Western companies to compete more effectively in the emerging 'knowledge society.' The book taps the best of two worlds like no other book I have ever read."--Yotaro Kobayashi, Chairman and CEO, Fuji Xerox Co., Ltd., "A fascinating volume that will interest philosophers, managers, and more common readers....The analyses are so thorough that they make the one- and two-page descriptions in Forbes magazine seem like elementary fairy stories. The authors have done their research well and provide delightfuldetails."--Minneapolis Star Tribune, "Nonaka and Takeuchi take on a subject that is truly on the frontier of management: the process by which companies learn and create competitively valuable knowledge. What is refreshing about this book is that Nonaka and Takeuchi go beyond the slogans that have characterized much of theprevious work on this subject, and delve into the specific organization structures and processes involved in organizational creativity and learning. They bring a wealth of specific, in-depth company evidence to bear on the task. The result is an important book which will advance both the literatureas well as corporate practice."--Michael E. Porter, C. Roland Christensen Professor of Business Administration, Harvard University
