Inertia in Japanese organizations: knowledge management routines and failure to innovate

This paper argues that features of Japanese organizations, previously held to be the foundations of innovation, change and flexibility, can equally be significant barriers to change, innovation and adaptation in turbulent economic environments. This paper draws on two in-depth case studies of Japanese organizations. It shows how, in both cases, these firms displayed specific weaknesses in the ways in which they integrate and bundle knowledge, in particular around their research and development (R&D) functions. Despite the adoption of strategies of technological innovation and internationalization, the data suggest that the pursuit of both strategies is beset by barriers of inertia. Embedded internal network connections and knowledge-sharing routines between central R&D and other divisions are inappropriate for the revised strategy. Existing external connections, with preferred suppliers and customers within keiretsu structures, and close relationships with existing R&D partners retard these firms' strategic flexibility. With a limited variety of latent routines, knowledge, capabilities and agency to draw on when needed, these firms have limited organizational responsiveness and high levels of path-dependency.

Information and knowledge management in complex systems

16th IFIP WG8.1 International Conference on Informatics and Semiotics in Organisations, ICISO 2015

Knowledge management in the public sector: an online presence as a tool for capture and sharing

Includes bibliography

Knowledge Management for Development: Towards a Practical Approach for the Caribbean

This report proposes a framework for locating, collecting, creating, sharing and applying information and knowledge (from within and outside the subregion) for development purposes in the Caribbean subregion. The framework emphasizes the importance of protecting and tapping into the rich cultural heritage and traditional knowledge of the Caribbean to support its development. This knowledge management for development framework, advanced by ECLAC, is proposed for consideration in the design and implementation of both national policies and strategies, and communitylevel projects to support the achievement of the Millennium Development Goals and the overall sustainable development of the Caribbean subregion. It considers six main elements, namely inputs, processes and tools, outputs, pillars (on which all the above are built on), the environment or context in which this, like any other scheme, operates and the monitoring and evaluation of knowledge management initiatives. The approach draws from examples of models, frameworks and initiatives developed worldwide, with particular emphasis on those from Latin America and the Caribbean.