Asset Details
Do you wish to reserve the book?
Knowledge-driven work : unexpected lessons from Japanese and United States work practices
Hey, we have placed the reservation for you!
By the way, why not check out events that you can attend while you pick your title.
Oops! Something went wrong.
Looks like we were not able to place the reservation. Kindly try again later.
Are you sure you want to remove the book from the shelf?
Knowledge-driven work : unexpected lessons from Japanese and United States work practices
Do you wish to request the book?
Knowledge-driven work : unexpected lessons from Japanese and United States work practices
Please be aware that the book you have requested cannot be checked out. If you would like to checkout this book, you can reserve another copy
We have requested the book for you!
Your request is successful and it will be processed during the Library working hours. Please check the status of your request in My Requests.
Oops! Something went wrong.
Looks like we were not able to place your request. Kindly try again later.
eBook
Knowledge-driven work : unexpected lessons from Japanese and United States work practices
1998
Overview
The daily work experiences of people in almost any part of the world are shaped by workplace innovations. Despite the vast diffusion of work practices, little is known about what it means for a company in the region to identify what it sees as the best practice and then introduce these practices in another culture which are less visible than the global exchange of products and services, but more significant. This book provides us with a close up of eight Japanese affiliated manufacturing facilities operating in the United States and the beginnings of a reverse diffusion of innovation back to Japan. The key finding in this book is that massive global diffusion of work practices rests on something very fragile. This is the process by which individuals and groups of people come to new understandings that enable them to adopt new work practices. It is a process termed “virtual knowledge”, which can be found at that critical time when understandings are still in formation. Also , the book reveals how some organizations have anticipated and channeled virtual knowledge that is constantly emerging from different groups in the organization. This turns out to be the core building block for continuous improvement in operations and is central to the process of diffusion. The process is part of a much larger process of global diffusion from Japan, the United States and other nations to all parts of the world.
Publisher
Oxford University Press,Oxford University Press, Incorporated
Subject
/ Corporations, Japanese -- United States -- Management -- Cross-cultural studies
/ Economics of industrial organisation
/ Effect of technological innovations on
/ Employees -- Effect of technological innovations on -- United States -- Cross-cultural studies
/ Knowledge management -- United States -- Cross-cultural studies
/ Organizational learning -- United States -- Cross-cultural studies
/ Teams in the workplace -- United States -- Cross-cultural studies
ISBN
9780195114546, 019511454X
