Title: Visionary knowledge management: the case of Eisai transformation

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.

DOI: 10.1504/IJLIC.2006.010326

International Journal of Learning and Intellectual Capital, 2006 Vol.3 No.2, pp.109 - 209

Published online: 15 Jul 2006 *

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