Visionary knowledge management: the case of Eisai transformation

Ikujiro Nonaka · Vesa Peltokorpi

13 citations0/0 files storedInternational Journal of Learning and Intellectual Capital

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Knowledge Management and Sharing Innovation and Knowledge Management Management and Organizational Practices

Abstract

In many companies, the implementation of Knowledge Management (KM) practices amounts to upgrading information technology. We propose that a successful movement to KM practices requires more: the dynamic synthesis of visions, driving objectives, dialogues, practice, supporting contexts (ba), and phronetic leadership. Our case study of a pharmaceutical company, Eisai Co., Ltd., shows that it is visions aimed at the 'common good', in combination with phronetic leadership and appropriate enabling processes, that increase employee commitment to organisational knowledge creation rather than those based on objective market analyses and top-down-implemented KM practices.

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2003Metaphors We Live By 1983An Evolutionary Theory of Economic Change.1994A Dynamic Theory of Organizational Knowledge Creation 1980Competitive Strategy: Techniques for Analyzing Industries and Competitors 1998The Knowledge-Creating Company 1927Being and Time 2014Reflective Practitioner 1975Markets and Hierarchies

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