Japans Computer and Telecommunications Industry [Book Reviews]
1) Knowledge operators: they accumulate and generate rich tacit knowledge in the form of experience-based skills. 2) Knowledge specialists: they mobilize well structured explicit knowledge. 3) Knowledge engineers: They bridge the gap between the operational people and the top management in the knowledge spiral in both dimensions. 4) Knowledge officers: They are the top executives who manage the total process. Nonaka and Takeuchi have proposed a new organizational structure that they have called hypertext organization after the new computer software architecture. Unlike matrix organization, this is supposed to be more efficient in terms of smoother knowledge conversion in a flexible fashion. From above brief descriptions it may be concluded that these books definitely contribute to better understanding of the innovation process. Leonard–Barton has contributed to the understanding of flow of information in and among organizations related to strategic management. By focusing on the core rigidity, a by-product of core capability, she has extended the debate about the popular interpretation of the theory of core competence. The problem with her book is that it lacks a cohesive model to integrate the various topics introduced. Utterback’s book is the culmination of his research in this subject. In that respect, one does find a central theme and his message is clear. The most important work has been the work of Nonaka and Takeuchi. This is a truly innovative book that explains not only the Japanese system but also the epistemology of the knowledge process. The importance of tacit knowledge and a proper management of tacit knowledge will indeed have a profound impact on management usually missed by the management gurus in the United States.