Language：Japanese   Publisher：公務人材開発協会  

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Publishing type：Research paper (scientific journal)   Publisher：Informa {UK} Limited  

© 2018, © Operational Research Society 2018. “TA-Q-BIN” parcel delivery service by Yamato Transport Co., Ltd (hereafter Yamato Transport) is regarded equivalent to a social infrastructure in Japan. Since its start in 1976, Yamato Transport has extended services’ reach and volume, realising nationwide coverage in 1997 and achieving around 30 billion accumulated deliveries by the end of March 2017. Behind this achievement is the company’s continuous innovation of their service offerings not only by enhancing its digital information systems and its physical logistic networks but also by keeping analogue “personal-touch” and improving the service beyond customers’ expectation. Personal touch at the point of delivery triggers new knowledge which becomes the source of competitiveness. Grounding on the organisational knowledge creation theory, this paper aims to explain how Yamato Transport was able to enhance competitive advantage through creating new knowledge by pursuing both the “personal-touch” and the digitalisation, and ultimately realising innovation, and ultimately co-creating value for the society.

DOI： 10.1080/14778238.2018.1496810

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J-GLOBAL

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Language：Japanese   Publisher：東洋経済新報社  

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Language：Japanese   Publisher：公務人材開発協会  

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© The Editor(s) (if applicable) and The Author(s) 2018. This book presents a new paradigm of innovative governments in Asia, at the municipal, regional and national levels, based on the knowledge creation theory in management, and leading to organizational transformation and policy reform in public administration. Focusing on Indonesia, the Philippines, Thailand, Vietnam, and Japan, the book is based on the findings of a joint research project established to identify the factors that impact the effectiveness or performance of public administration by applying the knowledge-based management theory that originates in private sectors to public sector management.

DOI： 10.1007/978-3-319-57478-3

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DOI： 10.1007/978-3-319-57478-3

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Publishing type：Part of collection (book)  

DOI： 10.1007/978-3-319-57478-3_1

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© The Editor(s) (if applicable) and The Author(s) 2018. All rights reserved. This book explores how public organizations and not-for-profit organizations (NPO) can be more collaborative, innovative and effective in solving social issues in both developing and developed countries. "Social innovation," led by social entrepreneurs and/or social enterprises, emerged in the late 1990s, and spread in 2000s. As the West faced management failures, demand increased for corporations to take on more social responsibility. Based on intensive research on social innovation processes at the municipal and the community level in Indonesia, Philippines, Thailand, Vietnam, and Japan, the book analyses the factors that affected the most effective and efficient social innovations.

DOI： 10.1007/978-3-319-57481-3

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DOI： 10.1007/978-3-319-57481-3

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Publishing type：Part of collection (book)  

DOI： 10.1007/978-3-319-57481-3_10

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DOI： 10.1007/978-3-319-57481-3_1

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Publishing type：Part of collection (book)  

DOI： 10.1007/978-3-319-57481-3_4

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Publishing type：Part of collection (book)  

DOI： 10.1007/978-3-319-57481-3_7

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Publishing type：Research paper (scientific journal)  

Copyright © 2016 Strategic Management Society Plain language summary: Globalization has transformed the international business environment into an increasingly more complex, uncertain, and diverse entity. Multinational enterprises are under greater pressure to develop their dynamic capabilities to not only adapt to, but also proactively cope with, the speed and complexities of the fast-changing environment. Some research suggests that dynamic capabilities are closely correlated with top management functions, while counterarguments stress that dynamic capabilities are embedded in organizational activities. From the perspective of organizational knowledge creation, making a distinction between the creative and adaptive aspects of dynamic capabilities, this article argues that ‘creative’ dynamic capabilities are rooted in the activities of teams in middle levels of the organization. The article also presents leadership practices that are favorable to fostering dynamic capabilities. Technical summary: This article examines the theoretical foundations of an organization's dynamic capabilities—sensing, seizing, and transforming—from the perspective of organizational knowledge creation. Making a distinction between the creative and adaptive aspects of dynamic capabilities, this article argues that the foundation of creative aspect is ‘meso:’ it stems from team-level interactions of frontline workers' capabilities facilitated by middle managers, rather than from individual-level (or micro-level) capabilities. In this middle-up-down management model, top management sets the vision of the organization, but middle managers grasp and solve the gap between the top and the frontline by facilitating team-level dialectic interactions of employees. The leadership practices of both top and middle management that facilitate this process are illustrated with four Japanese multinational companies—Fujifilm, Eisai, Mayekawa Manufacturing, and Toyota. Copyright © 2016 Strategic Management Society.

DOI： 10.1002/gsj.1125

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Language：Japanese   Publisher：日本ナレッジ・マネジメント学会  

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Publishing type：Research paper (scientific journal)  

How can a company become sustainably innovative? We propose that the company needs to have organizational forms that achieve a dynamic synthesis of knowledge exploration and exploitation. In this paper, we present the "dynamic fractal organization" as a new organizational model. This model departs from the conventional information processing paradigm. Instead, we present a new frontier in organizational theory: the "dynamic fractal organization based on dynamic 'ba'." Dynamic fractal organizations build and utilize a triad relationship of knowledge that integrates and synthesizes tacit and explicit knowledge and creates a third type of knowledge, phronesis. The triad relationship is an upward spiraling process of converting tacit and explicit knowledge, and propels sustainable knowledge transformation across the diverse boundaries within and between organizations, and their environments. © 2013 Elsevier Ltd.

DOI： 10.1016/j.emj.2013.02.003

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Language：Japanese   Publisher：東洋経済新報社  

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Language：Japanese   Publisher：日本ナレッジ・マネジメント学会  

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Language：Japanese   Publisher：東洋経済新報社  

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Language：Japanese   Publisher：東洋経済新報社  

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Language：Japanese   Publisher：日本ナレッジ・マネジメント学会  

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Language：Japanese   Publisher：東洋経済新報社  

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Language：Japanese   Publisher：東洋経済新報社  

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Language：Japanese   Publisher：日本ナレッジ・マネジメント学会  

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Language：Japanese   Publisher：日本味と匂学会  

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Other Link： https://search.jamas.or.jp/link/ui/2011240462

Language：Japanese   Publisher：金沢大学人間社会学域 地域経済ニューズレター編集委員会  

一橋大学大学院 国際企業戦略研究科 博士課程[特集] 地域の知 : 隠れた資産を生かす

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Language：Japanese   Publisher：東洋経済新報社  

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