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A new theory of knowledge creation

A new theory of knowledge creation Delves into why the success of Japanese companies is believed to stem from their ability to create new knowledge using a team unit working together successfully. Reviews the fundamental differences between Japanese and Western attitudes to knowledge plus the implications this has for the way it is created and managed. Comments that to blindly emulate Japanese practice would be dangerous as are personal interpretations, but the way the Japanese acquire knowledge and then create more is to be commended. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Antidote Emerald Publishing

A new theory of knowledge creation

The Antidote , Volume 2 (2): 2 – Apr 1, 1997

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Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
1363-8483
DOI
10.1108/EUM0000000006333
Publisher site
See Article on Publisher Site

Abstract

Delves into why the success of Japanese companies is believed to stem from their ability to create new knowledge using a team unit working together successfully. Reviews the fundamental differences between Japanese and Western attitudes to knowledge plus the implications this has for the way it is created and managed. Comments that to blindly emulate Japanese practice would be dangerous as are personal interpretations, but the way the Japanese acquire knowledge and then create more is to be commended.

Journal

The AntidoteEmerald Publishing

Published: Apr 1, 1997

Keywords: Knowledge intensive workers; Creativity; Idea generation

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