| Summary: | 碩士 === 淡江大學 === 日本研究所 === 92 === Peter F. Drucker said that knowledge is the only competitive resource for companies in the future. Besides, Sakaiya Taichi who is a famous Japanese scholar also argued that next generation of society must be the knowledge-based one. Because most of the core-knowledge in companies includes two traits that one is difficult to be imitated and the other one is “the law of increasing return”, many scholars began to discuss about importance of knowledge after middle of twenty century. In recent years, owing to IT revolution, information or knowledge is shared easier than before. In other words, organizational inside knowledge and organizational outside knowledge can be interacted immediacy by IT tools. In this condition, western scholars began to emphasize companies can get a synergy result if they understand the importance of interaction of knowledge and IT. Therefore, theories of knowledge management strategies boomed after 1980. In 1995, Nonaka Ikujiro & Takeuchi Hirotaka also presented the “Theory of Knowledge Creation”, hence knowledge-based management strategies changed from emphasizing IT to paying attention to the interaction of relationship
As a result, in this study, I think there are two kinds of knowledge-based management strategies: Japanese and western knowledge management strategies. It means that Japanese and western scholars have different viewpoints about knowledge based management strategies, especially organizational outside knowledge. Most of Japanese scholars stress that only the knowledge, which is created in companies, is a key source of competitive advantage. However, most of western scholars contend that if everyone in companies overlook organizational outside knowledge, they could create a generation gap between organizations and environment. Accordingly, not only I will research the significance of organizational outside knowledge from different viewpoints of Japanese and western scholars, but also the connection between organizational outside knowledge and knowledge management strategies.
Furthermore, I will discuss some subjects about Ba, IT, and what are sources, characteristics and circulating obstacles of organizational outside knowledge. Finally, according to the service innovation processes of the Fuji Bank, I wish I can find out the new model of knowledge management strategy, and survey the correctness and consistency of viewpoints in this study. Anyway, I hope this study could be a reference for knowledge-based companies and research workers.
|
|---|
