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担当区分：最終著者  

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担当区分：筆頭著者  

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記述言語：日本語   出版者・発行元：立教経営学会  

DOI： 10.14992/00020018

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記述言語：日本語   出版者・発行元：全国共同出版  

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記述言語：日本語  

DOI： 10.14992/00018078

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J-GLOBAL

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記述言語：日本語   出版者・発行元：研究・イノベーション学会  

<p>Artificial intelligence (AI) has been one of the hot topics in the business world in the recent years. There are controversial arguments towards AI; a rather hostile view because it is replacing human beings at work and in jobs, and a rather optimistic view that it is only a tool to complement human beings.</p><p>These arguments intend to explore the proper relationship between AI and human beings. The essential question to ask is while AI would be replacing routine tasks or works that do not require creativity and innovation, what role should human beings play. To answer this question, we need to ask whether AI can possess creativity and innovation similar to human beings, and how do human beings to demonstrate creativity and innovation.</p><p>In this paper, first, the progress of AI and the organizational knowledge creation theory will be reviewed, and then seek for hypothesis on the role of human beings in the age of AI from the view point of the organizational knowledge creation theory.</p>

DOI： 10.20801/jsrpim.34.1_58

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記述言語：日本語   出版者・発行元：公務人材開発協会  

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掲載種別：研究論文（学術雑誌）   出版者・発行元：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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記述言語：日本語   出版者・発行元：東洋経済新報社  

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記述言語：日本語   出版者・発行元：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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掲載種別：論文集(書籍)内論文  

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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掲載種別：論文集(書籍)内論文  

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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掲載種別：論文集(書籍)内論文  

DOI： 10.1007/978-3-319-57481-3_4

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掲載種別：論文集(書籍)内論文  

DOI： 10.1007/978-3-319-57481-3_7

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掲載種別：研究論文（学術雑誌）  

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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記述言語：日本語   出版者・発行元：日本ナレッジ・マネジメント学会  

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掲載種別：研究論文（学術雑誌）  

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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記述言語：日本語   出版者・発行元：東洋経済新報社  

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記述言語：日本語   出版者・発行元：日本ナレッジ・マネジメント学会  

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記述言語：日本語   出版者・発行元：東洋経済新報社  

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記述言語：日本語   出版者・発行元：東洋経済新報社  

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記述言語：日本語   出版者・発行元：日本ナレッジ・マネジメント学会  

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記述言語：日本語   出版者・発行元：東洋経済新報社  

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記述言語：日本語   出版者・発行元：東洋経済新報社  

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記述言語：日本語   出版者・発行元：日本ナレッジ・マネジメント学会  

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記述言語：日本語  

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その他リンク： https://search.jamas.or.jp/link/ui/2011240462

記述言語：日本語   出版者・発行元：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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記述言語：日本語   出版者・発行元：東洋経済新報社  

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