2. หัวข้อบรรยาย/กรณีศึกษา
11 Organizing for Innovation
C 8: Harvard Business Case / 3M Optical Systems : Managing Corporate Entrepreneurship
12 การสร้างและออกแบบ Cybernetics, Viable System
C 9 : Harvard Business Case / Sun Hydraulics Corporation (A&B)
13 การสร้างและออกแบบ learning Organization/กระบวนการเรียนรู้
C 10 : Harvard Business Case / McKinsey & Company : Managing Knowledge and Learning
14 Control system
C11: Harvard Business Case / Verizon
15 สรุปปิดการบรรยาย or guest speaker
organization @TC 2013
7. Tacit and Explicit Knowledge
“The strength of Japanese manufacturing industries are at the
technologies (based on) tacit knowledge. With the progress in
Information Technology (IT), tacit knowledge is converted into
explicit knowledge. Still, we need tacit knowledge. To build a car,
we have to build people.”
-Hiroshi Okuda, the chairman of Toyota
Without a firm-specific high quality tacit knowledge, a firm cannot survive just by combining explicit knowledge
through outsourcing. A company needs to recognize a dispersed tacit knowledge embedded in people, synthesize
tacit and explicit knowledge, and incorporate knowledge into key organizational activities for continuous
innovation.
organization @TC 2013
8. Reality has Duality - Subjectivity and Objectivity-
Tacit
Insider sensitivity
Life world
Commitment
Here and now
Phenomenologist
Existentialist
Explicit
Outsider objectivity
Factual world
Detachment
There and then
Positivist
Spectator
organization @TC 2013