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Knowledge-Driven Work: Unexpected Lessons from Japanese and United States Work Practices - Couverture rigide
Synopsis
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 closeup 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.
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Présentation de l'éditeur
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 closeup 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.
Revue de presse
A phantasmagoric mixture of wit and witness. (Edward Rothstein, The New York Times)
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Knowledge-Driven Work: Unexpected Lessons from Japan and United States Work Practices (Japan Business and Economics Series)
Edité par
Oxford University Press, 1998
ISBN 10 : 019511454X
ISBN 13 : 9780195114546
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Hardcover. Etat : Très bon. Ancien livre de bibliothèque. Edition 1998. Ammareal reverse jusqu'à 15% du prix net de cet article à des organisations caritatives. ENGLISH DESCRIPTION Book Condition: Used, Very good. Former library book. Edition 1998. Ammareal gives back up to 15% of this item's net price to charity organizations. N° de réf. du vendeur C-792-683
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Knowledge-Driven Work
Edité par
Oxford University Press, 1998
ISBN 10 : 019511454X
ISBN 13 : 9780195114546
Ancien ou d'occasion
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Vendeur : ThriftBooks-Dallas, Dallas, TX, Etats-Unis
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Hardcover. Etat : Very Good. No Jacket. May have limited writing in cover pages. Pages are unmarked. ~ ThriftBooks: Read More, Spend Less 1. N° de réf. du vendeur G019511454XI4N00
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Knowledge-Driven Work: Unexpected Lessons from Japanese and United States Work Practices
Edité par
Oxford University Press, 1998
ISBN 10 : 019511454X
ISBN 13 : 9780195114546
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Knowledge-Driven Work
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Oxford University Press, USA, 1998
ISBN 10 : 019511454X
ISBN 13 : 9780195114546
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HRD. Etat : New. New Book. Shipped from UK. THIS BOOK IS PRINTED ON DEMAND. Established seller since 2000. N° de réf. du vendeur L1-9780195114546
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Knowledge-Driven Work
Edité par
Oxford University Press, USA, 1998
ISBN 10 : 019511454X
ISBN 13 : 9780195114546
Neuf
Couverture rigide
Vendeur : PBShop.store UK, Fairford, GLOS, Royaume-Uni
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HRD. Etat : New. New Book. Delivered from our UK warehouse in 4 to 14 business days. THIS BOOK IS PRINTED ON DEMAND. Established seller since 2000. N° de réf. du vendeur L1-9780195114546
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Knowledge-Driven Work : Unexpected Lessons from Japanese and United States Work Practices
Edité par
Oxford University Press, 1998
ISBN 10 : 019511454X
ISBN 13 : 9780195114546
Neuf
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Vendeur : GreatBookPricesUK, Woodford Green, Royaume-Uni
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Knowledge-Driven Work : Unexpected Lessons from Japanese and United States Work Practices
Edité par
Oxford University Press, 1998
ISBN 10 : 019511454X
ISBN 13 : 9780195114546
Neuf
Couverture rigide
Vendeur : GreatBookPrices, Columbia, MD, Etats-Unis
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Knowledge-Driven Work: Unexpected Lessons from Japan and United States Work Practices
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Oxford University Press Inc, 1998
ISBN 10 : 019511454X
ISBN 13 : 9780195114546
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Knowledge-Driven Work (Hardcover)
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Oxford University Press Inc, New York, 1998
ISBN 10 : 019511454X
ISBN 13 : 9780195114546
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Hardcover. Etat : new. Hardcover. Knowledge-Driven Work is a pioneering study of the cross-cultural iffusion of ideas about the organization of work. These ideas, linked with the knowledge of the workforce, are rapidly becoming the primary source of competitive advantage in the world economy. The book provides an in-depth look at eight Japanese-affiliated manufacturing facilities operating in the United States, combined with examinations of their sister facilities in Japan.The authors offer their insights into the complex process by which elements of work systems in one country interact with those in another. They trace the flow of ideas from Japan to the US and other nations,and the beginnings of a reverse diffusion of innovation back to Japan. The authors organize their findings into six categories: the cross-cultural diffusion of work practices, team-based work systems, kaizen and employee involvement, employment security, human resource management, and labor-management relations. Their study of team-based work systems yields a taxonomy of teams and reveals some conflicts between the desire for self-management and the existence of interdependencies.Investigations into kaizen (ongoing incremental improvement) indicate that its emphasis on employee-driven, systematic problem solving makes it a strong counterpoint to the idea oftop-down "re-engineering." Looking at employment security, the authors note that while most US managers believe that it restrains managerial flexibility, managers at the firms they observed see it as essential to the flexibility associated with teamwork and kaizen. The study of human resource management practices suggests competitive advantages in diverse, older, unionized, and urban work forces, and emphasizes the importance of wide-ranging training programs in a work system premised on along-term perspective. The "wildcard" in the work places observed is labor-management relations, the area in which Japanese managers have been least likely to import their ideas. The authors report onseveral situations in which existing labor-management structures remained untouched, with mixed results: greater labor-management consultation, for example, but also increased ambiguity of roles. The thread running through all of these areas of work is "virtual knowledge," an ephemeral form of knowledge derived from a particular combination of people focused on a given issue. The authors point out that this powerful form of knowledge is only effectively harnessed in environmentsthat are free of fear, that have established procedures for collective problem-solving, and that have some stability in group composition. They claim that too often companies allow virtual knowledge todissipate, squandering opportunities to create more competitive workplaces. For those organizations that have succeeded in anticipating and channeling it, however, virtual knowledge leads to a knowledge-driven workplace and continuous improvement. Intended for academics and managers, this volume covers the cross-cultural diffusion of Japanese and US work practices. Shipping may be from our Sydney, NSW warehouse or from our UK or US warehouse, depending on stock availability. N° de réf. du vendeur 9780195114546
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Knowledge-Driven Work : Unexpected Lessons from Japanese and United States Work Practices
Edité par
Oxford University Press, 1998
ISBN 10 : 019511454X
ISBN 13 : 9780195114546
Ancien ou d'occasion
Couverture rigide
Vendeur : GreatBookPrices, Columbia, MD, Etats-Unis
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Etat : As New. Unread book in perfect condition. N° de réf. du vendeur 74535
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