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ファイル | 記述 | サイズ | フォーマット | |
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KARM-AJ 015.pdf | 349.27 kB | Adobe PDF | 見る/開く |
タイトル: | 知の伝達の成否 : 技術情報の事例 |
著者: | 前川, 佳一 |
著者名の別形: | Maegawa, Yoshikazu |
キーワード: | 製造現場 海外移転 研究部門 事業部門 投資判断 |
発行日: | 31-Mar-2011 |
出版者: | 日本ナレッジ・マネジメント学会 |
誌名: | ナレッジ・マネジメント研究年報 |
巻: | 10 |
開始ページ: | 17 |
終了ページ: | 31 |
抄録: | Knowledge transfer is not an easy task; particularly when the initiator takes that knowledge for granted, a failure severely puzzles him or her. In this paper, I will discuss the three cases of knowledge transfer inside manufacturing companies, some of which are successful and the others are not. The first case is an incident at a factory outside Japan. A Chinese worker was not able to figure out how the Japanese supervisor really wanted to get the job done by a particular instruction. I will discuss how different their ways of thinking are. The second case occurs at a business division in Japan. My main concern will be how a critical knowledge from R&D division fails to reach to the top management. The third case is a scene from a board of managing directors. I will follow how thoughtful a director was to be considerate of an engineer who files a request for investment, and not to be ungenerous to ask captious questions. These cases bring a lesson that, for a successful knowledge transfer, at least one of the followings could be more crucial than rationality: a common way of judgment, a mentoring relationship and/or a shared organizational goal. |
著作権等: | c日本ナレッジ・マネジメント学会 |
URI: | http://hdl.handle.net/2433/155095 |
出現コレクション: | 学術雑誌掲載論文 |
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