ナカタ ユキヒコ   NAKATA Yukihiko
  中田 行彦
   所属   立命館アジア太平洋大学  国際経営学部
   職種   客員教授
言語種別 英語
発行・発表の年月 2009/05
形態種別 論文(学術誌・プロフェショナル誌)
査読 査読あり
標題 Integral Core Knowledge Management for Global Manufacturing: A Business Architecture Perspective on Learning from Leading-Edge Companies
執筆形態 単著
掲載誌名 The International Journal of Technology, Knowledge and Society
巻・号・頁 5(4),pp.13-30
概要 My main objective was to create a theory that companies can use to effectively apply global knowledge. I did this by analyzing, from a business architecture perspective, the management styles of many leading companies (Sony, Sharp, Funai, and Vizio in the LCD-TV field; Canon in digital cameras; Honda in automobiles; and NTN in bearing and joints). I developed the idea of an “integral process” by looking at business architectures, especially integral architectures. I defined the integral process as a way to solve complexity of interdependencies and create core knowledge at the organizational and/or inter-organizational level and as a way to integrate diverse knowledge in order to contribute to this new knowledge. Then, I developed a theory of “integral core knowledge management” for global manufacturing. This theory is comprised of three key strategies: Knowledge Convergence, to converge potential knowledge from global sources in order to evaluate and develop it; Knowledge Integration, to integrate knowledge in order to solve complexity of interdependencies and to create new core knowledge at the local level; and Knowledge Divergence, to promote the divergence of knowledge and maximize company value and profits. Knowledge Integration is the key concept with the integral process, while Knowledge Divergence focuses more on the use of “mother factories” to develop production technology locally as a core knowledge, which is then diverged to globally located factories. The application of integral core knowledge management to companies can increase their performance in a way unachievable with the modularity approach and can also shorten the total input time and reduce the resources used by developing core knowledge at the organizational and/or inter-organizational level.