Published by:
Harvard Business Publishing
Length: 8 pages
Abstract
Manufacturers around the world have learned much from Japanese manufacturing techniques. However, any company that wants to compete on knowledge must also learn from Japanese techniques of knowledge-creation. Managers at Japan''s most successful companies recognize that creating knowledge is not simply a matter of processing objective information. Rather, it depends on tapping the tacit and often highly subjective insights, intuitions, and ideals of employees.
About
Abstract
Manufacturers around the world have learned much from Japanese manufacturing techniques. However, any company that wants to compete on knowledge must also learn from Japanese techniques of knowledge-creation. Managers at Japan''s most successful companies recognize that creating knowledge is not simply a matter of processing objective information. Rather, it depends on tapping the tacit and often highly subjective insights, intuitions, and ideals of employees.