Japanese Knowledge Management Systems

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7 Νοε 2013 (πριν από 4 χρόνια)

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Japanese Knowledge
Management
Systems

In “Managing Existing Knowledge is Not Enough”, Unemoto talks about the knowledge management
processes used in Japan. The general concept of organizational knowledge creation is not only
converting tacit knowledge to
explicit knowledge or searching for new knowledge outside the firm. It is a
dynamic, never
-
ending process that combines existing knowledge with new knowledge and socializes
this among the organi
zation. This

is called

SECI


(Socialization, Externalization,

Combination,
Internalization) model, which should be looked at as a spiral, because
as new information comes into
the organization, it is not cycled through once but indefinitely.

The process of interpretation and integration of information into knowledg
e is called “Ba”. The key
virtue of “Ba” is interaction. The knowledge creation process is interacted among organization members
and the environment, so it is not just an individual creating new knowledge. With the advancements in
internet technology, “Ba”

can also be used
virtually, which solve a huge problem of knowledge transfer
among subsidiaries of multinational corporations.

Another important

concept that can be grasped from Japanese processes is knowledge assets.
Knowledge assets are divided into fo
ur categories: experiential, conceptual, systemic and routine
knowledge.

Experiential knowledge is the hands
-
on experienced that is shared among organization members and
customers and suppliers. For example, customer feedback is an important factor in su
ccess of my
business. Some feedbacks help find out the defects of the products we sell. You may never know until a
customer lets you know that a cool blinking blue light on a product starts be annoying after a while
when you use it at night.

Conceptual kn
owledge is explicit knowledge that is articulated among words, diagrams, and numbers.
Our website design and “about us” page is the knowledge perceived by our customers about what kind
of business we are doing and what kind of products we are selling.

Sy
stemic knowledge can be exemplified as the technology, manuals and documentation we have for our
products.
Routine knowledge is the most interesting concept among these. It is also used in dynamic
capabilities theory that I want to research on for the proj
ect.

Routine knowledge is described as tacit knowledge that is embedded in the daily processes in the
organization.
Organizational culture is included in routine knowledge. For example, as I mentioned
customer satisfaction is very important for us, so al
l the processes that we make before customer
receives the product should comply with his/her satisfaction. Meaning, when we test the product, if it
working not very well, we will not send to the customers. Packaging should be well made, so
when
customer
re
ceives the product, s/he will not be annoyed with sloppy packaging. Processes like that are
reviewed continually, and workers always keep this in their mind during their daily work.

Finally, as for any management systems, for knowledge management there ne
ed
s
to be a leader to
control and facilitate the process actively. In Japanese knowledge management system, the leader
needs to create a knowledge vision that the members of the organization can follow, to define, modify
from time to time, and to control c
ontinuously knowledge assets
, form the “ba” among the organization
and direct and promote the “SECI” process.