Table of ContentsThe Journal of Information Science and Technology
Association
(Johono Kagaku to Gijutsu)
Vol. 54 （2004） , No.10
Special feature : Knowledge Innovation
Knowledge Innovation : Organization & Information for Fostering Sustainable Knowledge Creation
Takahiko NOMURA
(Knowledge Dynamics Initiative (KDI), Fuji Xerox Co., Ltd. (2-17-22 Akasaka, Minato-ku, Tokyo, 107-0052))
Abstract : Knowledge Innovation. Knowledge Management, from the level of knowledge sharing / utilizing within an organization, has been clearly positioned as the resource of corporate competitiveness. Perfect example is the information service division of Professional Service Firms, where the image of the future librarian could be seen. On the other hand, because the recognition of the importance of tacit knowledge is increasingly growing, we need to examine the role of a library as "the place to share tacit knowledge." In the conclusion, we will indicate the approach to visualize intellectual competitive edge and innovation capability and discuss the business approach as the knowledge company, to maximize innovation capability of organization and corporate value.
Keywords : Knowledge Management / Knowledge-creating process / Communities of Practice / Ba / Innovation
Knowledge Services at McKinsey-its evolution and future perspective
Haruko NISHIDA
(McKinsey & Company Inc., Japan (1-9-9, Roppongi, Minato-ku, Tokyo 106-8509))
Abstract : McKinsey has continuously invested in developing, capturing and leveraging wealth of organizational Knowledge from the early stage of its business. Hence knowledge is the lifeblood of McKinsey, organizational structure and business procedures have clearly been devised to reflect this notion. Knowledge service team, evolving from libray service, has now offered integrated service of information service, knowledge management and organizational learning. This article first describes about how McKinsey interlinked its knowledge management effort to knowledge services function building, then develops future perspective of Japanese library/information center service and service profession drawing from McKinsey's experience.
Keywords : Knowledge Management / Knowledge Services / Communities of Practice / Learning Organization / McKinsey / Information Service / Library Service / Knowledge Service Professional
Basic Concepts in Knowledge Management and How They differ from Document Management
Hayuru YOSHIOKA
(Industrial Revitalization Corporation of Japan Information Management Group Knowledge Management Superviser (Shin Tokyo Building, 9th Floor 3-3-1, Marunouchi, Chiyoda-ku, Tokyo 100-0005))
Abstract : The paper introduces basic concepts in Knowledge Management (KM) by clarifying key differences between KM and document management in the domains of : (i) target area and object, (ii) database, and (iii) communications. Examples are taken from cases at a global consulting firm, an annual winner of the “Most Knowledge Admired Enterprises" award and well-known for having one of the best knowledge enterprises (where I developed my KM career). There is no perfect model of KM ; the examples help to provide insights gained over the six years that I developed the KM practice.
Keywords : knowledge management / document management, access right / usage restriction / database / communication
Moving Ba―The Interaction between Physical and Virtual Environment
Dai SENOO
(Graduate School of Decision Science and Technology, Tokyo Institute of Technology (O-okayama 2-12-1, Meguro-ku, Tokyo 152-8552))
Abstract : The basic assumption of the knowledge-based view of management is that knowledge itself cannot be managed, because knowledge contains personal belief. The essence of knowledge management is not managing knowledge but accelerating the knowledge creation process by leadership and the establishment of BA (which roughly means “place").
In this paper, I examine how to create and energize BA using the case study of NTT DoCoMo : the biggest mobile phone serves provider in Japan. BA is defined as a shared context for knowledge creation. I discuss how creating and energizing BA can be influenced by the physical environment, for example office layout, and by the virtual environment, for example intranet.
Keywords : knowledge creation / building BA / office layout / intranet / organizational change
Visualizing Innovation Competencies in the context of Organization Learning
Ellie OKADA
(Yokohama National University, International Graduate School of Social Science (79-4, Tokiwadai, Hodogaya-ku, Yokohama, Kanagawa 240-8501))
Abstract : This paper aims to get implications for libraries by analyzing attempt of visualizing innovation competencies of corporations in the context of organization learning. As for management of libraries, private commitment against public libraries, efficiencies of operations, etc. are discussed, while some libraries began to support venture companies by getting ready of materials useful to them or offering "Ba" (space) to promote networking of venture managements. These arrangements are similar to those of companies. Companies try to overcome limitations of growth by driving strategic management on knowledge and innovation competencies home and building system to make innovation again and again. This paper defines “innovation" as invention of business type, system, production and service that give benefits to the economic and civil society and analyze what are key elements of innovation competency for libraries.
Keywords : innovation competency / organization learning / knowledge management / self-renewal / knowledge outside / making index for intrinsic value / growth of organization
Visualizing Intangible Asset―IC RatingR
Sumio SHIMOYAMA
(EX-SKANDIA LIFE INSURANCE CO. (JAPAN) LTD. President & CED/ACTCELL CORPORATION Member of the Advisory Board (8FL., Ginza Tenkuni Blg., 9-11 Ginza 8-Chome Chuo-ku Tokyo Japan)), Hideki EBISU (Tokyo Electric Power Company (1-3 Uchisaiwai-Cho 1-chome Chiyoda-ku Tokyo Japan))
Abstract :Today, sources that generate values have largely shifted from tangible assets such as land and plant to intangible assets such as employees, management, brand, network with clients,business process and business model. Peter Druker,s foresight that “Knowledge will become only meaningful resource" is getting realized.
Then, how can we define and grasp those intangibles? In this note, we introduce IC RatingR which we believe the best methodology in the current intellectual capital community.
Keywords : inbisible value / intangible asset / intellectual capital / value generator / IC RatingR