Creating and managing a high performance knowledge-sharing network: the Toyota case (original) (raw)
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Co-opetition and knowledge co-creation in Japanese supplier-networks: The case of Toyota
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This article examines how knowledge co-creation takes place within the Toyota network. We extend the work of Dyer and Nobeoka, who contributed to the theory of network-level learning by showing how Toyota succeeded in 'creating and managing a high-performance knowledge-sharing network'. By examining the role of cooperation as well as competition in an in-depth case study, our study moves beyond the concept of knowledge sharing towards a theory of knowledge co-creation with suppliers. In doing so, we propose that the duality of competitive and cooperative forces (that is, 'co-opetition') in a business partnership has played a hitherto neglected role in the process of knowledge creation for multi-technology innovations.
Cooperation or competition: knowledge sharing processes in inter-organizational networks
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This paper examines an inter-organizational network, composed of direct competitors, where each organization has much to gain, or lose, from sharing knowledge with its competitors. The specific management problem being examined is the knowledge transfer issue. The dilemma is whether an organization should indeed share its knowledge, especially with its competitors, or should it choose to hold it privately. More specifically, how can organizations balance between cooperating and competing in terms of their knowledge assets? We employed a substantive case study to consider rich issues relative to the exchange of knowledge between competitors who were in cooperating engagements via participation in inter-organizational networks. It is believed that the paper presents useful empirical insights into decisions relating to knowledge transfer cooperation or competition.
… Knowledge, Learning, and Capabilities (OKLC'2002). …, 2002
It is argued that the basic economic resource in the next economy is knowledge. An important source for competitive advantage in this economy lies in an organization's network of external relationships. This paper presents a conceptualization of strategic knowledge managing within the context of inter-organizational networks. The conceptualization is based on extensions of the resource-and knowledge-based view of the firm as well as ideas from inter-firm relationships and the "gift economy." Three types of inter-organizational networks for strategic knowledge managing are defined: 1) extra-networks, 2) inter-networks, and 3) open networks. Based on the conceptualization, the paper discusses strategic knowledge managing in the three network types and points out new knowledge managing research issues. The paper also presents some implications of the conceptualization for the use of information and communication technologies for knowledge managing.
Impact of Knowledge Sharing in Supply Chain Networks
This work examines the importance of interorganizational supply chain relationship from a network perspective. We have tried to find the answer of the following questions; how does knowledge sharing effect network value in an inter-organizational business network? What is the influence of knowledge sharing in creating new knowledge? This paper makes a significant and substantial contribution to knowledge generation on a number of fronts. Firstly, the study develops a substantive theory to understand the overall network level value creation in an inter-organizational business network. In recent years, a core theme within the value delivery attracts attention is supply or value chain management. In this work we have examined; which actors in the chain create value and which delivery process provides the best value for which customers? Secondly, the study contributes the better understanding of the influence of tacit knowledge sharing or experience sharing to create the network value. The role of the interaction has also explored regarding the new knowledge creation. Thirdly, the importance of "time" is considered in a different dimension for interaction process. As such, the study's contribution consists of developing a rigorous framework to unpack the new theory of network level value creation, adding a new layer to the analysis through the role of knowledge sharing among the network member organizations, providing greater understanding about the knowledge sharing, new network knowledge creation and the overall network value for the whole business network.
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The focus of most of the current literature on inter-organizational learning has been on how a firm acquires knowledge from its alliance partners. While knowledge acquisition is an important process, a firm may not effectively learn through such process, especially when the knowledge is complex, tacit, and embedded. Further, despite the increasing importance of networks, current research on inter-organizational learning has been limited to dyadic relations. To address these issues, this paper adopts a network perspective and develops a conceptual framework by arguing that inter-organizational learning occurs through both knowledge acquisition and knowledge development processes and that different network characteristic facilitate knowledge creation through these processes. Further, it suggests that absorptive capacity moderates the relationships between the properties of the network and effectiveness of the two learning processes in creating knowledge.
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The virtual alliance between supply chain actors enables to create new links to better share information and knowledge. There are already some methods and approaches specifically designed to share and exchange this knowledge in local areas of the supply chain. In this paper, we are interested in treating this issue in a global perspective and focuses also on the classification of the knowledge according to some criteria as knowledge structure, knowledge type, knowledge nature, etc. The dynamic of the knowledge is introduced within an organizational learning perspective between the supply chain actors.
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Knowledge is the essential force that pulls up the companies’ strings in the game called “business survival”. Companies that are able to create knowledge, but also to transfer it through the organization and modify it so they can implement it in their knowledge gaps can be called “wise organizations”. The aim of this paper is to confirm the importance of knowledge transfer for sustainable competitive advantage, as well as to explain the circumstances which influence knowledge to be best transmitted from one organizational unit to another. Knowledge transfer is examined as a phase of the knowledge management supply chain. It does not imply a complete replica of knowledge in a new location, but effectual transmission and adaptation of knowledge to recipient’s specific setting. The company has to detect and identify the barriers to knowledge transfer and also has to know how to reduce them. Casual ambiguity, tacitness and lack of motivation to share are often observed as common impedim...
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