B.Kimura

C.Argyris

C.Nakane

D. F.Abel

D.Suzuki

E.Hamaguchi

G.Nicolis

H. A.Simon

H.Haken

H.Kindaichi

H.Shimizu

I.Nonaka

J. G.March

J. R.Galbraith

J.Hendry

K.Abe

K.Imanishi

K.Nishida

M.Mori

M.Polanyi

P. N.Johnson-Laird

R.Benedict

S.Yamamoto

T.Doi

T.Watsuji

W. R.Ashby

Y.Yamada

Y.Yuasa

The Japanese contribution to knowledge management results from the work of Ikujiro Nonaka and his colleagues, who developed an Organisational Knowledge Creation Theory. In fact, throughout the literature the importance of these scholars in knowledge management is evidently recognisable. However, it is important to understand this theoretical contribution in the context of the socio-cultural background that pervades it. For that reason, this chapter explores the relationship between the Japanese school of knowledge management and the socio-cultural systems of Japan. Furthermore, the chapter also demonstrates that this relationship disrupts organisation’s ba (a field of knowledge creation and sharing), and as a consequence some social dilemmas arise, most importantly a degradation of trust. </jats:p

Kiyoshi Murata

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Knowledge Creation and Sharing in Japanese Organisations

Knowledge Creation and Sharing in Japanese Organisations

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