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Essay / Research Paper Abstract
This 10-page article is an analysis of an article from the Harvard Business Review entitled "Communities of Practice: The Organizational Frontier." The main points of the article cover the idea of knowledge communities and corporations.
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10 pages (~225 words per page)
File: D0_MTcompra.rtf
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a company that functions according to employee knowledge, rather than actual production. Although knowledge companies are the hot business words and trends, the concept of the company that creates and
maintains knowledge is not exactly a new one. In fact, the concept of such a company (as well as the reality) has been alive and well for a good part
of the 20th century in Japan. For decades, the Japanese have focused on building knowledge in addition to innovative products - and experts point out that one has a lot
to do with the other. In is article, "The Knowledge Creating Company" (Harvard Business Review, 1991), author Ikujiro Nonaka points out that
knew knowledge pretty much wins out and creates more competitive advantage than the more standard manufacturing operations. He also acknowledges that, despite
the importance of knowledge, few managers know how to create such a company - let alone how to manage it. Managers, he says, dont know what knowledge is, and how
companies can take advantage of it. In its simplest form, Nonaka points out that a knowledge-creating company is able to "respond quickly
to customers, create new markets, rapidly develop new products and dominate emergent technologies" (p. 2). Basically, he says, creation of new knowledge
means a stronger path to innovation and creativity - which can also lead to success. Although knowledge management and maintenance is becoming
a strong byword in todays business climate, back in 1991, when this article first appeared, the idea of a "knowledge company" was considered somewhat backward by many westernized companies that
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