Language：Japanese   Publisher：THE JAPAN SOCIETY FOR MANAGEMENT INFORMATION (JASMIN)  

The "well-being engineering" project investigates the methods to manage well-being at the workplace through a series of research, experiments, and analyses, to improve the happiness and the productivity. This project adopts the experience sampling method to collect "what I felt good today". It can be determined whether the happiness experience is felt alone or with others. In this presentation, we assume that the increase of the happiness experience with others is positively correlated with the increase of the degree of well-being. And we will discuss the way how to increase the happiness experience with others. (95 words)

DOI： 10.11497/jasmin.201906.0_157

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In the era of the 4th Industrial Revolution, how can one improve workplace well-being? Although there is growing interest in subjective well-being for professional and private life, measurement methods still lean toward psychological well-being. The present study reevaluates the conventional methods of well-being measurements and develops a “List of Heartwarming Events” as a simple alternative method. The modified grounded theory approach (M-GTA) further complements the limitation of quantitative analysis. The new method proposed in this study effectively analyses the level of well-being with relatively less efforts by the subjects, especially in the social context. The potential of the new tool for social well-being research and management is discussed.

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Other Link： https://dblp.uni-trier.de/rec/conf/pacis/2019

Language：Japanese   Publisher：THE JAPAN SOCIETY FOR MANAGEMENT INFORMATION (JASMIN)  

The "well-being engineering" project investigates the methods to manage well-being at the workplace through a series of research, experiments, and analyses, to improve the happiness and the productivity. In this research project, we classified subjects into two types, self-oriented type and relation-oriented type using the survey data. Self-oriented type tends to feel good things singly, and Relation-oriented type tends to have happiness experience happiness experience with other persons. In the presentation, we will present the result of the comparison analysis between these two types, and discuss how gratitude effect on the degree of well-being.

DOI： 10.11497/jasmin.2018t10.0_13

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Language：Japanese   Publisher：THE JAPAN SOCIETY FOR MANAGEMENT INFORMATION (JASMIN)  

The "well-being engineering" project investigates the methods to manage well-being at the workplace through a series of research, experiments, and analyses, to improve the happiness and the productivity. ?This project adopts the experience sampling method, counting the total number of "what I felt good today" written by individuals, when measuring the degree of well-being. Also, in order to measure gratitude behaviors in the community, we developed copy sticky notes type "thanks card". In the presentation, we will examine the relationship between the expressed gratitude and the happiness traits of the subjects.

DOI： 10.11497/jasmin.2018t10.0_21

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Language：Japanese   Publisher：THE JAPAN SOCIETY FOR MANAGEMENT INFORMATION (JASMIN)  

The "well-being engineering" project investigates the methods to manage well-being at the workplace through a series of research, experiments, and analyses, to improve the happiness and the productivity. This project adopts the experience sampling method, counting the total number of "what I felt good today" written by individuals, when measuring the degree of well-being. Also, in order to measure gratitude behaviors in the community, we developed copy sticky notes type "thanks card". In the presentation, we will examine the effect of "expressing gratitude" and "receiving gratitude" on the degree of well-being using the results of experiments conducted using the questionnaires and thank you cards.

DOI： 10.11497/jasmin.2018s.0_277

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Language：Japanese   Publisher：THE JAPAN SOCIETY FOR MANAGEMENT INFORMATION (JASMIN)  

The "well-being engineering" project investigates the methods to manage well-being at the workplace through a series of research, experiments, and analyses, to improve the happiness and the productivity. We count the daily average number of "what I felt good today", and the whole sample is divided into two groups in term of happiness inclination (strong or weak). In the presentation, we will show the distribution of happiness inclination within the organization and examine how “expressing gratitude" effect on the degree of well-being by happiness inclination.

DOI： 10.11497/jasmin.2018t10.0_17

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Publishing type：Research paper (international conference proceedings)  

Knowledge sharing is an integral part for increasing the innovation capability of organizations. For small organizations, this is of particular importance, as they require a high innovation capability in order to support organizational growth. To support internal knowledge sharing, incentives encouraging sharing can be introduced. However, there is no clear understanding of how incentives should be used to support knowledge sharing in startups. Hence this article aims to answer the question: how can incentives be used to support knowledge sharing in startup organizations? To answer the research question, 10 semi-structured interviews with were carried out in Hong Kong and Japan. Nine of the interviews were carried out with founders and one was carried out with a lawyer who specializes in incentive creation. The interviews were then analyzed using cross-case analysis methodology. Results of the analysis show that the need for incentives depends on how clear the founder’s vision for the company is, how the founder views the employees and how motivated by the topic of work the employees are. The results give insight into whether incentives are needed to encourage knowledge sharing and when they should be used. The results also give future research directions into how incentive usage evolves over time as the organization starts to grow.

DOI： 10.1007/978-3-319-62698-7_7

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Publishing type：Research paper (international conference proceedings)  

These days, company workers have a lot of opportunity to collaborate with remote coworkers. In this study, we focused on “virtual same room” systems which provide a sense of co-existing virtually and enable real time interaction among remote offices. While many systems have been proposed, system effect was not fully evaluated in actual enterprise organization which has diverse workers and work context. To evaluate it, we conducted case study of implementation of SmoothSpace (SS) which is a teleconference type system, in remote offices of a Japanese manufacturing company. Survey was conducted in order to clarify the effects of SS and impact of two worker’s attributes, 1) job position and 2) working location on the effects. Results indicated that SS led frequent interaction between remote offices, and encouraged behaviors for knowledge creation. Frequency of interaction was depended on workers’ job position. Results also suggested that SS implementation had more significant impact on behaviors for knowledge creation of branch offices workers, rather than main office workers. These findings might be valuable to know environmental conditions in order to maximize a benefit of the systems implementation.

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Incentives to encourage knowledge sharing have received considerable attention from the research community. However, consensus on the influence of incentives on sharing levels and what are the critical success factors is yet to emerge. This causes challenges for both knowledge management researchers and practitioners, as the effects of incentive systems cannot be predicted consistently. Hence, this article aims to discuss the critical factors for creating incentive systems to encourage sharing. To improve the prediction accuracy for such systems, a new framework is proposed. The proposed framework is a combination of sociological and economical approaches, which covers both the influence incentives and the relational factors that govern the behaviour of individuals in any given relationship. Analysis of a case study base on the proposed framework is then compared to two alternative frameworks approaches to incentive design. The comparison between the predictions made by the three theories shows that the prediction power and that the critical factors for designing incentives varies significantly. Therefore, when managers design new incentive structures to encourage knowledge sharing, they need to consider which theory captures their hidden assumptions and the presented situation's foundations most accurately. Finally future research directions are suggested based on the predictions made with the framework are proposed.

DOI： 10.1145/2925995.2926014

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Publishing type：Research paper (scientific journal)  

Lately, there has been more research interest regarding the processes of design activity. It can be stated that there are two types of design activity: design activity for commissioned tasks, in which the designer receives the customer's problems and needs, and design activity for spontaneous tasks, in which the customer's problems and needs are not given. Previous studies mainly focused on the work processes for commissioned tasks, disregarding spontaneous tasks. To clarify the features of processes for spontaneous tasks, we conducted an empirical investigation of the content designer 's design activity. The data was collected utilizing a questionnaire that was repeatedly taken throughout the actual work period, and a retrospective report method. The constitution of five typical actions (problem analysis, solution design, solution implementation, solution evaluation, and others) in the processes for both tasks were measured and compared. Results suggest the processes for spontaneous tasks have the ordered actions, contain little problem analysis, and have a high percentage of solution design after the designer has completed the outline of the outcome. This indicates the processes for spontaneous tasks have the features of possibility of structuring, self-preference centrality, indeterminateness of designed outline, and inheritance. These findings can be beneficial to determining a practical policy and tools for designer support.

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Nowadays, many companies collect Voice of the Customer (VOC) in order to understand more about customers and the way they think about the companies or products/services. Many collection methods are being used to capture those valuable resources. This paper introduces "VOC 3.0", a new Voice of the Customer (VOC) collection method through customer co-creation. This new method is aiming to create value with customers through co-creation activities and exploit knowledge residing both in customers and company. This study identifies the differences of VOC 3.0 from other traditional VOC collection methods. We also propose a theoretical framework for VOC 3.0 and introduce the case of Fuji Xerox's Customer Co-creation laboratory's open laboratory as an example of a successful company with VOC 3.0. From this case study, key activities of the collection method are listed by using Process-Workplace-Tool framework. Findings in this study also show the examples of process, workplace and tool that might be key activities in VOC 3.0.

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Publishing type：Research paper (international conference proceedings)  

Incentives to encourage sharing are one important aspect in any knowledge-sharing initiative. By encouraging knowledge sharing organizations become more connected and more responsive towards the knowledge needs of members of the organization and their clients. However, currently there does not exist a consensus on the effects of incentives, as both positive and negative results have been derived indicating a gap in our understanding of incentive usage. This article aims to explain the reasons behind the mixed results. In this article, a framework proposed by Bowles & Polania-Reyes (2012) is presented and adapted to the knowledge-sharing context. The framework is based on research done within economics and is focused on the signaling information of incentives. The framework consists of two main categories: state-dependent preferences and endogenous preferences. State-dependent preferences breakdown into three sub categories: information on the principal, framing and self-determination. Endogenous preferences are concerned with how preferences are updated. First the details of the framework are discussed and then it is extended to the knowledge-sharing context. After the framework has been extended to the knowledge-sharing context, it is used to analyze previously published case studies. Based on the analysis predictions are derived, which are then compared to the published results. Results of the comparison show that the predictions made with the framework match the published results are closely. This indicates that the framework is a valuable addition to the toolbox of any researcher or practitioner working in the field of knowledge sharing and incentives. As the framework is adapted to the knowledge-sharing context there are some limitations. Namely, contextual factors, which cannot be derived from previously published results, and applying the framework as a blueprint for incentive design instead of a post-implementation analysis tool. These two limitations represent possible directions for future research.

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The influence of national culture on knowledge sharing has important implications for all organizations. However, the existing frameworks only cover a subset of relevant factors or limit the research of the framework to either organizational or national level. Hence, a more encompassing framework is needed. The question this articles answers is how does national culture influence knowledge sharing. Based on extensive literature review and interviews carried out in Finland and Japan, this article sets forth a foundation for a new framework. The framework details how national culture influences individual level and organizational level factors and technical tools. Additionally, the framework includes a new dimension, time-dimension, which is usually disregarded in knowledge sharing research. For researchers and practitioners, the derived framework provides key insight on relevant factors on knowledge sharing and national culture. Finally, future research directions are discussed.

DOI： 10.1007/978-3-319-21009-4_13

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A new methodology for assessing managers' face-to-face (F-to-F) interactions in a hierarchical organization is proposed, and its effect on productivity was tested. On the basis of the proposed methodology, the centrality of F-to-F interactions across hierarchical layers in an organization is calculated. Unlike the traditional survey method, the F-to-F interaction is automatically captured from socio-metric sensors. An empirical test at two product-design organizations demonstrated that the high-productivity organization has the proposed F-to-F centrality in the middle layer, whereas the low-productivity organization has the centrality in the top layer. By clarifying the whole KM process of the target organizations through document update histories, field observations, and interviews, it was found that the autonomous task execution in the lower layers and the future strategy planning in the top layers are the underlying behavioral cause producing F-to-F centrality in the middle layer. The proposed methodology is thus a suitable index for assessing managers' behaviors that increase productivity and sustainability. © Springer International Publishing Switzerland 2014.

DOI： 10.1007/978-3-319-08618-7_5

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Publishing type：Part of collection (book)  

A new knowledge-creation model, called sensor-data-driven knowledge creation (SDD-KC), which utilizes sensor data for discovering tacit knowledge, is proposed and tested. The proposed model utilizes wearable sensors to digitize tacit activities such as location, motion, and social interaction of people. To derive practical knowledge, the obtained data is statistically analyzed and associated with performance outcome. An empirical test at a retail store demonstrated that the SDD-KC model was able to derive a rule that leads to customers’ behavioral change, which contributed to a sales increase. In contrast, the traditional knowledge-creation model, applied in the same setting, failed to identify effective ideas. The proposed SDD-KC model was thus shown to be effective for knowledge creation by overcoming cognitive limitations of people.

DOI： 10.1007/978-94-007-7287-8_11

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Lately the role of the office environment in improving knowledge creation capabilities has been gaining more attention, and various types of information systems have been proposed to promote interaction among office workers. This study focuses on the concept of "awareness information," which shows a worker's presence and status. In previous studies, many types of information systems have been proposed to improve awareness information among geographically separated offices to enhance interaction among workers. However, they mainly focused on the awareness of an individual worker's status, and neither on the relationship among the workers nor the generated context. We propose the concept of "awareness information of Ba," which we define to mean awareness of the self-assembled dynamic context of workers, objects and their relationships in the office. The researchers constructed an information system called "Office Teller," which aims to improve the awareness information of Ba between physically separated offices. The system constructed uses cartoon-style stories to express the dynamic context of each office and to share the context information with a remote office. The system was tested at two sites: laboratory rooms of university and offices of company. Results from the experiments indicate that the system implemented improves cross-office context awareness and increases sense of connection, mutual attentiveness and understanding.

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Purpose: The purpose of this paper is to provide an example of how an apparently incongruent combination of organizational variables can have a positive effect on innovation through knowledge creation. Design/methodology/approach: Based on previous theory, four original hypotheses were developed and later tested with empirical data collected from 125 research and development organizations in Japan, using analysis of variance and regression analysis. Findings: Managerial influences and resources can significantly interact to generate a combined impact on the knowledge creation capability of organizations, which in turn is positively associated with their innovation performance. In particular, long-term managerial influences were found to have a greater impact on knowledge creation when combined with knowledge-exploitation resources. Synthesizing short-term managerial influences with knowledge-exploitation resources is not better than combining them with exploration resources. This holds true especially for organizations of small and medium size. Research limitations/implications: This study only evaluates one case of many possibilities of seemingly antithetical combinations that can also have a beneficial impact in organizations. A larger and diverse sample, together with enhanced dimensions of managerial influences and organizational resources can make this study's implications much more universal. Practical implications: An ingenious and purposeful synthesis of organizational variables conventionally seen as incompatible and contradictory can in reality benefit organizational goals related to knowledge creation and innovation. Originality/value: This study puts forward a unique framework and perspective highlighting the importance of combinatory effects and the management of duality in organizations. © Emerald Group Publishing Limited.

DOI： 10.1108/13673271311300822

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Publishing type：Research paper (international conference proceedings)  

A new methodology called "sensor-based knowledge discovery", which utilizes wearable sensors and statistical analysis, is proposed and evaluated. This methodology facilitates identifying new knowledge that can improve business outcome. It utilizes wearable sensors to unobtrusively capture people's location, motion, and social interaction with others. The captured data is converted into multidimensional situational variables and then statistically analyzed to deliver a "rule set," which forms the basis of new knowledge related to business outcome. The methodology was evaluated through a case study at a retail store. A hypothetical rule, that is, a particular area (a so-called "hot spot") in the store where employee's presence correlates with average sales per customer, was identified. Based on the identified rule, a measure to concentrate employees in that area was initiated. Consequently, increasing employees' presence ("staying time") in the hot spot by 70% increased average sales per customer by 15%. This result demonstrates the effectiveness of the methodology; namely, the new sensor-based knowledge discovery can improve actual business performance.

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This study analyzes how an apparent paradoxical combination of managerial practices and organizational resources affects the knowledge-creation capability of organizations. The propositions developed are theoretically supported and for the greatest part empirically validated, thus transcending the conventional understanding and generating insightful perspectives and practical implications for both academicians and practitioners. © 2013 Springer-Verlag.

DOI： 10.1007/978-3-642-30867-3_21

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Knowledge has been long cited as a strategic asset and a source of competitive advantage for organizations. However, the creation of knowledge is a complex process that is influenced by several factors beyond the typical practice of knowledge management (KM). In this research, we assess the effects of leadership, Ba (shared context in motion), organizational culture, organizational control, and work style on KM defined in terms of the SECI process of socialization, externalization, combination, and internalization. On the basis of data gathered from a questionnaire survey of a Japanese pharmaceutical company and its subsidiaries in the United States, France, and China, we compare how the aforementioned organizational factors influence the processes of KM in these organizations. The results show that organizational factors affect KM practices differently in each of the targeted countries, and suggest that KM activities need to be tailored to the organizational idiosyncrasies of each local office, without betraying the global vision of the corporation. © 2011 Operational Research Society. All rights reserved.

DOI： 10.1057/kmrp.2011.1

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This research, using large questionnaire data collected from a Japanese pharmaceutical company, attempts to examine the impact of organisational culture, leadership, and reporting styles on knowledge management, which can support innovation, assessing the significance of levels of comprehension and implementation of the corporate mission. Those with a better understanding and consistent realisation of the corporate mission were found to spend significantly more time on knowledge management activities, suggesting that the organisation should better communicate the corporate mission to employees and translate it into clear objectives. Moreover, these results have revealed discriminate enablers of knowledge management among employees with higher levels of comprehension and implementation of the corporate mission and those with lower levels. In the former group, time spent on knowledge management activities was solely the result of organisational culture, while in the latter, involvement in knowledge management was the product of both high open-mindedness and more inclusive reporting. These findings suggest first that a strong mission shared and put into practice among the workforce is a powerful driver of knowledge management, and second, that open-mindedness and more inclusive reporting can substitute for a strong corporate mission and support knowledge management activities. © 2011 World Scientific Publishing Co.

DOI： 10.1142/S0219649211002869

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Publishing type：Part of collection (book)  

This chapter explores how knowledge management, an enabler of change due to its knowledge creation capability, is subject to several forces that shape its processes and outcomes. A qualitative analysis based on data from a case study of the first major rollout of smartcard technology in France shows how institutional isomorphic pressures affect not only knowledge management processes but also resulting innovations. Government impetus, legal authorities, and cultural expectations in French society produced coercive isomorphic pressures on the credit card industry, while existing credit card solutions, systems, and standards played the role of mimetic pressures, and professional networks and network externalities acted as normative pressures. The study suggests that a systems perspective which acknowledges these institutional isomorphic pressures can lead to greater strategic alignment and can provide a basis for meaningful differentiation and competitive advantage. © 2011, IGI Global.

DOI： 10.4018/978-1-60566-701-0.ch009

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Purpose: The purpose of this paper is to confirm quantitatively the previous finding that organizational characteristics influence knowledge management, and to assess whether the national culture of knowledge workers equally affects the management of knowledge. Design/methodology/approach: Based on data gathered from a questionnaire survey of a Japanese pharmaceutical company's 14 foreign subsidiaries, the effects of organizational characteristics and national culture on knowledge management were tested using multiple regression analysis. Findings: Although organizational characteristics and national culture were found to affect knowledge management, the data showed organizational characteristics to be a stronger prescriptive factor compared with national culture. Research limitations/implications: Because this research centered on a single company in the pharmaceutical industry, future research should attempt to confirm the validity of this framework in other industries. Practical implications: Changes in organizational characteristics, such as structure and relationship in particular, rather than adjustments in the composition of employees' nationalities, will have a stronger impact on the resulting knowledge management. Originality/value: This framework linking organizational characteristics and national culture to knowledge management had received a first justification using a case study approach with a qualitative comparative method and has now been confirmed with a quantitative approach. Among the predictors of knowledge management beyond the realm of deliberate measures within the firm, the data show that organizational characteristics exert a stronger influence than national culture. © Emerald Group Publishing Limited.

DOI： 10.1108/13673271011032364

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Technology licensing can be interpreted as a marketing activity. Many companies as well as university technology licensing organisations (TLOs) that pursue profit from technological assets recognise the significance of the marketing perspective on technology licensing. However, not all the companies and TLOs are able to achieve a satisfactory performance in their activities. This is mainly because the marketing of technology needs a different approach from those of the marketing of consumer goods, service goods and industrial goods. Technology as knowledge is invisible and highly uncertain in the process of value realisation, and this requires idiosyncratic marketing approaches. In this paper, we address the nature of technology marketing in comparison with the marketing of other goods and discuss key factors of success for higher licensing performance based on a questionnaire survey and the case analysis of TLOs in Japan. We will further discuss the difference in approaches depending on the type of technology.

DOI： 10.1504/IJTMKT.2010.035693

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Publishing type：Research paper (international conference proceedings)  

Industrial maturation and technological accumulation have fostered the need for the exploration of new applications of existing technology. This paper identifies how R&D workers from companies or research institutions visualize and describe their technology to other entities inside and outside the organization when they are exploring a technology's potential applications. This research uses a web-based questionnaire survey of R&D personnel working in Japan. The first finding of the survey shows that when the presentation team includes non-technical people (e.g. product development, marketing, or sales) in addition to the technical staff in-charge, technology visualization tends to be more effective. At the same time, the audience of such technology visualization should also be cross-functional. The second finding illustrates that, even though the audience is most often made up of acquaintances working within the same organization, technology visualization is also effective with non-acquaintances working in different organizations in order to lead to the successful exploration of such technology's potential applications. © 2007 PICMET.

DOI： 10.1109/PICMET.2007.4349509

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Publishing type：Research paper (international conference proceedings)  

While Knowledge Management (KM) has been shown to be a strategic source of competitive advantage (CA), processes designed at enhancing the productivity of knowledge do not however equally contribute to the organization's capabilities. Consequently, this research, using data collected from the entire population of a firm's personnel in Japan, focuses on the relationship between each mode of the KM process and multiple CAs, and investigates how different perceptions and behaviors on KM affect those CAs. This research-in-progress paper reports preliminary results showing that the perceived importance of KM activities appears as an important source of 'technical competitive advantage', and that more time spent on KM activities contributes to an 'affective competitive advantage'. Further analysis involves a taxonomy of employees based on their perceived importance of and the time they spend on KM. The goal of this research is to identify, among sub-groups by department or function, specific KM processes that can durably increase the firm's competitiveness, and to examine eventually whether KM behaviors have a uniform effect on CA across national borders within the same company.

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Language：English   Publishing type：Research paper (international conference proceedings)  

The transfer of university technology' is not only a one-way transfer process of technological outputs matching a scientific discovery with a market need, but also the building of teams of university and business people working towards the common goal of technological knowledge creation. The role of university Technology Licensing Offices (TLOs) is to facilitate this long-term partnership. The result of a questionnaire survey of university TLOs in Japan (n=40) reveals that "individual type TLOs" (where TLO performance is merely the sum of each member's individual output) were fewer than expected, while "organizational type TLOs" (where TLO performance depends on organizational assets or collaboration among members) were dominant. Yet, when considering such factors as the TLO's mission, the members' employment status and previous occupations, and the time allocation for each TLO activity, differences among TLOs were observed. Hence, by analyzing these organizational factors, those affecting the TLOs' performance were identified. The implications of this research are that TLOs where either (1) the proportion of full-time or permanent members is high, or the number of staffs with previous work experience in private companies is important, or (2) the time allocation ratio between sales, legal affairs and strategic activities is approximately 6:2:2, may enjoy greater performance. (c) 2006 PICMET.

DOI： 10.1109/PICMET.2006.296758

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Language：English   Publishing type：Research paper (international conference proceedings)  

Technology licensing can be interpreted as a marketing activity that includes setting a target user, demonstrating the value of technology, negotiating prices, planning effective promotion, and so forth. Many companies as well as university Technology Licensing Organizations (TLOs) that pursue profit from technological assets, recognize the significance of the marketing perspective on technology licensing. However, not all companies and TLOs are able to achieve a satisfactory performance in their activities. This is mainly because the marketing of technology needs a different approach from those of the marketing of consumer goods, service goods, and industrial goods. Technology as knowledge is invisible and highly uncertain in the process of value realization, and this requires idiosyncratic marketing approaches. In this paper, we address the nature of technology marketing in comparison with the marketing of other goods and discuss key factors of success for higher licensing performance based on a questionnaire survey and the case analysis of TLOs in Japan. Major findings of the research show the importance of selecting a license target in the early stage, enhancing the visibility of the technology, and presenting the feasibility and usability of the technology in the context of the licensees' business field. We will further discuss the difference in approaches depending on the type of technology. (c) 2006 PICMET.

DOI： 10.1109/PICMET.2006.296760

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Language：English   Publishing type：Research paper (international conference proceedings)   Publisher：ST MARTINS PRESS INC  

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Purpose: While knowledge management has been shown to be a strategic source of competitive advantage, processes designed to enhance the productivity of knowledge do not, however, equally contribute to the organization's capabilities. Consequently, this research aims to focus on the relationship between each mode of the knowledge management process and multiple sources of competitive advantage. Design/methodology/approach: This research, using questionnaire data collected from the entire population of a pharmaceutical company's head office in Japan, investigates how different perceptions and behaviors related to knowledge management affect the perceived contribution of certain types of organizational knowledge acting as sources of competitive advantage. Findings: The study finds that the perceived importance of knowledge management activities, especially combination, appears as an important source of competitive advantage related to technical knowledge, and more time spent on knowledge management tasks, in particular socialization, contributes to a competitive advantage related to affective knowledge. Further analysis involves a taxonomy of employees based on their perceived importance of, and the time they spend on, knowledge management activities Research limitations/implications: This paper focuses on the entire population of a single firm, and for that reason, further research with other companies in different industries is necessary. Practical implications: There is evidence suggesting that knowledge management strategies should be tailored to fit the discriminate beliefs and actions of each group of workers, identified based on their level of congruence between their espoused theories and theories-in-use related to knowledge management. Originality/value: The taxonomy of workers introduced in the paper emphasizes the fact that the workforce is not a uniform body and therefore that intrinsic differences need to be taken into account to maximize the efficiency of knowledge management. © Emerald Group Publishing Limited.

DOI： 10.1108/13665620910934816

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Language：English  

Purpose: While knowledge management has been shown to be a strategic source of competitive advantage, processes designed to enhance the productivity of knowledge do not, however, equally contribute to the organization's capabilities. Consequently, this research aims to focus on the relationship between each mode of the knowledge management process and multiple sources of competitive advantage. Design/methodology/approach: This research, using questionnaire data collected from the entire population of a pharmaceutical company's head office in Japan, investigates how different perceptions and behaviors related to knowledge management affect the perceived contribution of certain types of organizational knowledge acting as sources of competitive advantage. Findings: The study finds that the perceived importance of knowledge management activities, especially combination, appears as an important source of competitive advantage related to technical knowledge, and more time spent on knowledge management tasks, in particular socialization, contributes to a competitive advantage related to affective knowledge. Further analysis involves a taxonomy of employees based on their perceived importance of, and the time they spend on, knowledge management activities Research limitations/implications: This paper focuses on the entire population of a single firm, and for that reason, further research with other companies in different industries is necessary. Practical implications: There is evidence suggesting that knowledge management strategies should be tailored to fit the discriminate beliefs and actions of each group of workers, identified based on their level of congruence between their espoused theories and theories-in-use related to knowledge management. Originality/value: The taxonomy of workers introduced in the paper emphasizes the fact that the workforce is not a uniform body and therefore that intrinsic differences need to be taken into account to maximize the efficiency of knowledge management. © Emerald Group Publishing Limited.

DOI： 10.1108/13665620910934816

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The "transfer of university technology" is not only a one-way transfer process of technological outputs matching a scientific discovery with a market need, but also the building of teams of university and business people working towards the common goal of technological knowledge creation. The result of a questionnaire survey of university TLOs in Japan (n = 40) reveals that 'individual-type TLOs' were fewer than expected, while 'organisational-type TLOs' were dominant. The members' employment status and previous occupations, and the time allocation for each TLO activity, differences among TLOs were noticeable. Copyright © 2009 Inderscience Enterprises Ltd.

DOI： 10.1504/ijkms.2009.023468

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In response to the concern regarding the evaluation of knowledge management initiatives, this study introduces the concept of 'knowledge creating capabilities'. This concept refers to the balance of the four knowledge creation modes proposed in the SECI Model by Nonaka and Takeuchi (1995). The relationship of this concept with corporate financial performance is explored using two financial indicators on small and medium Japanese enterprises from the manufacturing sector. The empirical evidence shows the positive association of knowledge creation capabilities with financial performance.

DOI： 10.1504/IJKMS.2009.023485

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Language：Japanese  

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Other Link： http://id.ndl.go.jp/bib/10529123

Language：English  

As governments attempt to stimulate the economy, solving the issue of disconnect between institutional systems legitimised in routine on the one hand and innovation striving on change on the other hand, promises to lead to a newfound virtuous cycle of growth. Knowledge Management (KM), as enabler of change using its knowledge creation capability, is subject to different forces that shape its processes and eventually the resulting innovation. A qualitative analysis based on data gathered from the case study of the first major rollout of smartcard technology in France shows how institutional isomorphic pressures affect not only the Management Of Technology (MOT) but also the KM processes applied in the creation and maintenance of the resulting innovation. The government impetus, legal authorities and cultural expectations in the French society produced coercive isomorphic pressures onto the credit card industry, while existing credit card solutions, systems and standards played the role of mimetic isomorphic pressures and professional networks and network effects functioned as normative isomorphic pressures. Also, it is shown that a systems perspective of institutional isomorphic pressures can provide a better understanding of interdependence mechanisms. Copyright © 2009, Inderscience Publishers.

DOI： 10.1504/IJIE.2009.024410

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In response to the concern regarding the evaluation of Knowledge Management (KM) initiatives, we introduce the concept of 'Knowledge Creating Capabilities'. This concept refers to the balance of the four knowledge creation modes proposed in the SECI Model by Nonaka and Takeuchi (1995). The relationship of this concept with corporate financial performance is explored using two financial indicators. This framework is tested on SME from Japanese manufacturing sector. The empirical evidence shows the positive association of knowledge creation capabilities with financial performance. We found that higher levels of financial performance are reached when knowledge creating modes are balanced. Copyright © 2009 Inderscience Enterprises Ltd.

DOI： 10.1504/IJKMS.2009.023485

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Language：English  

As governments attempt to stimulate the economy, solving the issue of disconnect between institutional systems legitimised in routine on the one hand and innovation striving on change on the other hand, promises to lead to a newfound virtuous cycle of growth. Knowledge Management (KM), as enabler of change using its knowledge creation capability, is subject to different forces that shape its processes and eventually the resulting innovation. A qualitative analysis based on data gathered from the case study of the first major rollout of smartcard technology in France shows how institutional isomorphic pressures affect not only the Management Of Technology (MOT) but also the KM processes applied in the creation and maintenance of the resulting innovation. The government impetus, legal authorities and cultural expectations in the French society produced coercive isomorphic pressures onto the credit card industry, while existing credit card solutions, systems and standards played the role of mimetic isomorphic pressures and professional networks and network effects functioned as normative isomorphic pressures. Also, it is shown that a systems perspective of institutional isomorphic pressures can provide a better understanding of interdependence mechanisms. Copyright © 2009, Inderscience Publishers.

DOI： 10.1504/IJIE.2009.024410

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Language：English  

Purpose - The use of knowledge in organizations is largely a discretionary behavior that can be encouraged but not demanded. As such, the firm can only attempt to provide the right conditions for employees to endorse the role of knowledge workers. The purpose of this paper is to examine how the organization of the firm affects knowledge management. Design/methodology/approach - This research proposes a new framework showing the prescriptive role of organizational characteristics onto knowledge management (KM) initiatives. Based on this framework, data were generated from nine semi-structured interviews conducted in the American, British and Japanese offices of a major Japanese pharmaceutical company, using a Boolean approach and qualitative content analysis. Findings - Organizational characteristics, specifically - structure, membership, relationship, and strategy affect KM, namely - knowledge acquisition, storage, diffusion, and application respectively. Researchlimitations/implications - Even though the departments of each local office under study were matched in terms of activity, the size of their own domestic market made comparisons sometimes challenging. Practical implications - This research suggests that practitioners can increase the yield of KM when integrated upstream into the elementary business processes rather than when left voluntary. Originality/value - This paper uncovers a possible link between the firm's organizational characteristics and KM, and the new practical framework can be useful to both scholars and practitioners.

DOI： 10.1108/13673270810852368

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Language：Japanese   Publisher：THE JAPAN SOCIETY FOR MANAGEMENT INFORMATION (JASMIN)  

The main point of this presentation is to analyze how the effects of information technology (IT) investments are recognized. Hence we consider the characteristics of investments in IT assets, and those of the organization where these investments were made. Using an original questionnaire, we conducted a survey of Japanese small medium enterprises which were all selected from the "100 Best IT Management Companies." The findings will be showed at the presentation, for example, the effects of strategic IT systems are more easily recognized than those of basic IT systems, agile organizational characteristics may assist in recognizing the effects of basic IT systems, and so on.

DOI： 10.11497/jasmin.2008s.0.52.0

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Language：English  

Purpose - The use of knowledge in organizations is largely a discretionary behavior that can be encouraged but not demanded. As such, the firm can only attempt to provide the right conditions for employees to endorse the role of knowledge workers. The purpose of this paper is to examine how the organization of the firm affects knowledge management. Design/methodology/approach - This research proposes a new framework showing the prescriptive role of organizational characteristics onto knowledge management (KM) initiatives. Based on this framework, data were generated from nine semi-structured interviews conducted in the American, British and Japanese offices of a major Japanese pharmaceutical company, using a Boolean approach and qualitative content analysis. Findings - Organizational characteristics, specifically - structure, membership, relationship, and strategy affect KM, namely - knowledge acquisition, storage, diffusion, and application respectively. Researchlimitations/implications - Even though the departments of each local office under study were matched in terms of activity, the size of their own domestic market made comparisons sometimes challenging. Practical implications - This research suggests that practitioners can increase the yield of KM when integrated upstream into the elementary business processes rather than when left voluntary. Originality/value - This paper uncovers a possible link between the firm's organizational characteristics and KM, and the new practical framework can be useful to both scholars and practitioners.

DOI： 10.1108/13673270810852368

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Purpose – The purpose of this paper is to propose propose a practical framework for the design and measure of active ba and assess whether workplace reformation initiatives actively contribute to promoting knowledge creation by activating ba. Design/methodology/approach – The workplace reformation is first segmented into virtual and physical environments. Then, using the SECI knowledge-creation process, the effects of each environment as well as their mutual interactions on active ba are analyzed. Next, the case studies of two workplace reformations are introduced, the first using a qualitative analysis and the second the results of a questionnaire survey carried out at three different stages of the implementation. Findings – The effective implementation of workplace reformation in two separate entities enabled the creation of active ba. The influence of the physical and virtual environments on the creation of active ba were significantly different, thus justifying the assumption of the division of such environmental factors. The main factor of active ba generated by a complete workplace reformation was shown to be direct communication. Research limitations/implications – The two firms studied here belong to the same group of companies, and both departments' workplace reformations were conducted by the same person, whose widely known track record may be seen as a self-fulfilling prophecy. Practical implications – Because these two types of workplace reformation reversely impact the emergence of direct communication, and therefore the type of active ba, practitioners could avoid the co-existence of groups organized under different configurations by simultaneously implementing a workplace reformation across both virtual and physical environments. Originality/value – This research shows how workplace reformation – achieved with the same people, all things being equal, relatively immediately and inexpensively – can raise knowledge productivity. © 2007, Emerald Group Publishing Limited

DOI： 10.1108/14601060710776725

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Language：English  

Purpose – The purpose of this paper is to propose propose a practical framework for the design and measure of active ba and assess whether workplace reformation initiatives actively contribute to promoting knowledge creation by activating ba. Design/methodology/approach – The workplace reformation is first segmented into virtual and physical environments. Then, using the SECI knowledge-creation process, the effects of each environment as well as their mutual interactions on active ba are analyzed. Next, the case studies of two workplace reformations are introduced, the first using a qualitative analysis and the second the results of a questionnaire survey carried out at three different stages of the implementation. Findings – The effective implementation of workplace reformation in two separate entities enabled the creation of active ba. The influence of the physical and virtual environments on the creation of active ba were significantly different, thus justifying the assumption of the division of such environmental factors. The main factor of active ba generated by a complete workplace reformation was shown to be direct communication. Research limitations/implications – The two firms studied here belong to the same group of companies, and both departments' workplace reformations were conducted by the same person, whose widely known track record may be seen as a self-fulfilling prophecy. Practical implications – Because these two types of workplace reformation reversely impact the emergence of direct communication, and therefore the type of active ba, practitioners could avoid the co-existence of groups organized under different configurations by simultaneously implementing a workplace reformation across both virtual and physical environments. Originality/value – This research shows how workplace reformation – achieved with the same people, all things being equal, relatively immediately and inexpensively – can raise knowledge productivity. © 2007, Emerald Group Publishing Limited

DOI： 10.1108/14601060710776725

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Language：Japanese  

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Other Link： https://kaken.nii.ac.jp/grant/KAKENHI-PROJECT-16201032/

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Other Link： https://kaken.nii.ac.jp/grant/KAKENHI-PROJECT-16201032/

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Other Link： https://kaken.nii.ac.jp/grant/KAKENHI-PROJECT-16201032/

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Other Link： https://kaken.nii.ac.jp/grant/KAKENHI-PROJECT-16201032/

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Other Link： https://kaken.nii.ac.jp/grant/KAKENHI-PROJECT-16201032/

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Other Link： https://kaken.nii.ac.jp/grant/KAKENHI-PROJECT-16201032/

In "the age of knowledge", knowledge has become the main asset in solving issues and creating value in organizations. In this regard, "workplace reformation" actively participates in promoting knowledge creation. One of the key factors supporting knowledge creation is "the creation of BA". In the workplace reformation process, when BA fosters the creation of knowledge, it is called "active BA". In this paper, we propose a framework to design active BA. The workplace reformation is first segmented into virtual and physical environments; then, we consider the effects of each environment on active BA, as well as the interactions between each environment; finally, we analyze the synergistic and offset effects from both environments on active BA. Based on this framework, we introduce 2 case studies of workplace reformation. In the case of Company X, we describe the effective implementation of such workplace reformation. In the case of Company Y, we examine the results of a questionnaire survey carried out at three different stages of the implementation. Our results demonstrate the validity of our framework: (1) the effective implementation of workplace reformation in both Company X's Sales Department and Company Y's IT Department enabled the creation of active BA, and was consistent with our framework; (2) the influence of the physical and virtual environments onto the creation and activation of BA were different, thus justifying our assumption of the division of such environmental factors.

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Other Link： https://kaken.nii.ac.jp/grant/KAKENHI-PROJECT-16201032/

Language：Japanese  

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Other Link： http://dl.ndl.go.jp/info:ndljp/pid/10949297

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Language：Japanese   Publisher：The Institute of Electronics, Information and Communication Engineers  

Because the internal processes of the company are optimized existing technologies and market, it is nearly impossible for established big company to react to the innovation lead by disruptive technology and to build a dominant position in a new market. Even the established big company, however, may create the desirable model of value network if it succeeds in entering a new value network before the small barbarian company fixed its position. This paper examines how established big company can entry into a new value network and presents a model in the music industry in Japan where we can observe the movement to e-business.

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Other Link： https://kaken.nii.ac.jp/grant/KAKENHI-PROJECT-16330070/

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Language：Japanese   Publisher：東洋経済新報社  

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Language：Japanese   Publisher：Information Science and Technology Association, Japan  

The basic assumption of the knowledge-based view of management is that knowledge itself cannot be managed, because knowledge contains personal belief. The essence of knowledge management is not managing knowledge but accelerating the knowledge creation process by leadership and the establishment of BA (which roughly means "place"). In this paper, I examine how to create and energize BA using the case study of NTT DoCoMo :the biggest mobile phone serves provider in Japan. BA is defined as a shared context for knowledge creation. I discuss how creating and energizing BA can be influenced by the physical environment, for example office layout, and by the virtual environment, for example intranet.

DOI： 10.18919/jkg.54.10_521

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DOI： 10.18919/jkg.54.10_521

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Language：Japanese  

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Other Link： http://dl.ndl.go.jp/info:ndljp/pid/10949297

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Language：Japanese   Publisher：The Institute of Electronics, Information and Communication Engineers  

Because the internal processes of the company are optimized existing technologies and market, it is nearly impossible for established big company to react to the innovation lead by disruptive technology and to build a dominant position in a new market. Even the established big company, however, may create the desirable model of value network if it succeeds in entering a new value network before the small barbarian company fixed its position. This paper examines how established big company can entry into a new value network and presents a model in the music industry in Japan where we can observe the movement to e-business.

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Language：Japanese   Publisher：東洋経済新報社  

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Language：Japanese   Publisher：東洋経済新報社  

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Publisher：THE JAPAN SOCIETY FOR MANAGEMENT INFORMATION (JASMIN)  

Investigating the case of Eisai Co., Ltd., I consider the effects of declaring departmental knowledge vision on corporate intranet in this study. Eisai is developing “the knowledge map” mainly to share the corporate mission with employees. All departments and sub-organizations in Eisai have their knowledge vision after talk, and uploaded it on the intranet. Analyzing survey data and interview data, I got some findings. (1) The knowledge visions at department level and sub-organization level can bridge over the gaps between abstract corporate vision and concrete frontline activities. (2) Through the knowledge vision making process, the dialoging capability of sub-organizations can be improved. (3) To promote collaboration over departments, we need the person who can gain insight into the relations between sub-organizations from their knowledge visions. Just uploading knowledge visions on intranet is not enough.

DOI： 10.11497/jasmin.2002.0.26.0

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Publisher：THE JAPAN SOCIETY FOR MANAGEMENT INFORMATION (JASMIN)  

Although most of companies introduced MBO to revitalize the organization, MBO does not achieve the original purpose and/or brings unexpected side effects to the companies. In this paper, I argue that the development of Management by Belief (MBB) system should be the main issue to solve this problem. And then, I propose changing MBO interview into "Ba where people talk their belief together." It might be a way to actualize a mutual complement between MBO and MBB.

DOI： 10.11497/jasmin.2002f.0.65.0

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Language：Japanese   Publisher：日本醸造協会  

DOI： 10.6013/jbrewsocjapan1988.96.500

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Language：Japanese   Publisher：白桃書房  

ソフトウェア産業における製品開発の研究は，最善あるいは最適の開発プロセスを記述することに主眼が置かれてきた．しかし，ソフトウェア開発をとりまく諸事情の変化によって，適合的なプロセスが切り替わっているだけではなく，プロジェクト・リーダーが持つ方針や製品観，開発者観が根底から変化しているようである．フィールド調査から得たのは，従来と比べて事前計画への依存度が低く即興性が高い「状況的行為」をおこなうリーダーの姿であった．これを「状況論的リーダーシップ」として概念化し，製品開発とプロセスモデルに関する議論や，リーダーの熟練に関する議論に新たなアイデアを提示する．

DOI： 10.11207/soshikikagaku.20220730-26

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Language：Japanese   Publisher：[東京] : 人工知能学会  

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Other Link： http://id.ndl.go.jp/bib/5700745

Language：English   Publisher：Elsevier Ltd  

The authors argue that current knowledge management practice, which focuses on managing explicit data and information technology, is not enough. Tacit knowledge, such as subjective insights or emotions must also be considered. Converting between these forms of knowledge is important, and the concept of ART (action-reflex-trigger) systems is introduced to enable this to take place. ART systems enable companies to implement a multi-dynamic approach to knowledge management. The complex concept of 'ba' is introduced - a shared mental space for knowledge creation - which provides a foundation for knowledge creation. The authors explore the nature, context and enabling conditions for ART systems and show how ba can be employed in ART systems. A case study - of the Seven-Eleven Japan corporation is presented, whose outstanding success is based on the capitalization of market knowledge, striking a balance between supportive IT and human insight, to achieve a multi-dynamic approach to knowledge management. The company integrates several interlinked ba and ART systems.

DOI： 10.1016/S0263-2373(98)00044-9

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Language：English   Publisher：Elsevier Ltd  

The authors argue that current knowledge management practice, which focuses on managing explicit data and information technology, is not enough. Tacit knowledge, such as subjective insights or emotions must also be considered. Converting between these forms of knowledge is important, and the concept of ART (action-reflex-trigger) systems is introduced to enable this to take place. ART systems enable companies to implement a multi-dynamic approach to knowledge management. The complex concept of 'ba' is introduced - a shared mental space for knowledge creation - which provides a foundation for knowledge creation. The authors explore the nature, context and enabling conditions for ART systems and show how ba can be employed in ART systems. A case study - of the Seven-Eleven Japan corporation is presented, whose outstanding success is based on the capitalization of market knowledge, striking a balance between supportive IT and human insight, to achieve a multi-dynamic approach to knowledge management. The company integrates several interlinked ba and ART systems.

DOI： 10.1016/S0263-2373(98)00044-9

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Language：Japanese   Publisher：Japan Society for Information and Management  

This paper presents a new perspective toward information technology, which reflects the emergence of "knowledge society" and the ongoing paradigm shift from "information processing" to "knowledge creation" in business management. Based upon the theoretical and practical framework for "organizational knowledge creation" constructed by Professors Nonaka and Takeuchi at Hitotsubashi University, we explain the "knowledge spiral" across four modes of "knowledge conversion" and across organizational levels (individual, group, organizational, and inter-organizational), then five enabling conditions to promote the knowledge spiral, and finally a more practical five-phase model of the organizational knowledge creation process, along with actual uses of information technology.

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Language：English   Publisher：PERGAMON-ELSEVIER SCIENCE LTD  

This paper examines how information technology (IT) can help implement the concept of ''the knowledge-creating company,'' which we propose as the management paradigm for the emerging ''knowledge society.'' We present our theory of organizational knowledge creation along with actual examples of IT that are being used now or can be used in the near future by business organizations. Also, several differences between the Japanese- vs. Western-style organizational knowledge creation and their implications in relation to IT are discussed. Copyright (C) 1996 Published by Elsevier Science Ltd.

DOI： 10.1016/0160-791X(96)00001-2

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Language：English   Publisher：PERGAMON-ELSEVIER SCIENCE LTD  

This paper examines how information technology (IT) can help implement the concept of ''the knowledge-creating company,'' which we propose as the management paradigm for the emerging ''knowledge society.'' We present our theory of organizational knowledge creation along with actual examples of IT that are being used now or can be used in the near future by business organizations. Also, several differences between the Japanese- vs. Western-style organizational knowledge creation and their implications in relation to IT are discussed. Copyright (C) 1996 Published by Elsevier Science Ltd.

DOI： 10.1016/0160-791X(96)00001-2

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