Authors: Ikujiro Nonaka, Vesa Peltokorpi
Addresses: Graduate School of International Corporate Strategy, Hitotsubashi University, National Center of Sciences, 2–1–2 Hitotsubashi, Chiyoda-ku, Tokyo 101–8439, Japan and Xerox Distinguished Fellow in Knowledge IMIO, UC Berkeley, USA. ' Graduate School of International Corporate Strategy, Hitotsubashi University, National Center of Sciences, 2–1–2 Hitotsubashi, Chiyoda-ku, Tokyo 101–8439, Japan
Abstract: In many companies, the implementation of Knowledge Management (KM) practices amounts to upgrading information technology. We propose that a successful movement to KM practices requires more: the dynamic synthesis of visions, driving objectives, dialogues, practice, supporting contexts (ba), and phronetic leadership. Our case study of a pharmaceutical company, Eisai Co., Ltd., shows that it is visions aimed at the |common good|, in combination with phronetic leadership and appropriate enabling processes, that increase employee commitment to organisational knowledge creation rather than those based on objective market analyses and top-down-implemented KM practices.
Keywords: vision; driving objectives; dialogue; practice; Ba; phronetic leadership; knowledge creation; knowledge management; Japan; organisational knowledge; pharmaceutical companies; common good.
International Journal of Learning and Intellectual Capital, 2006 Vol.3 No.2, pp.109 - 209
Published online: 15 Jul 2006 *Full-text access for editors Access for subscribers Purchase this article Comment on this article