Documente Academic
Documente Profesional
Documente Cultură
Fruin
Knowledge
London:
Works:
Oxford
Managing
Intellectual
Capital
at Toshiba
University
1997
systems. During
factories,
Yanagicho
of W. Mark Fruins six-year study of Toshibas manufacthis time, he worked in uniform on the floor of one of Toshibas
Works
in Kawasaki
studying
plant
practices. Yanagicho
Works) at Toshiba.
They are noted for their ability to design and develop a wide range of high-tech products
in a highly productive,
efficient and flexible manner. According
to Fruin, the key to the
success of these factories
starts with
the decision
to integrate
R&D,
engineering
manufacturing
operations on the same factory floor. This arrangement,
the heart of Toshibas competitive
advantage, because it has a dramatic
he argues, lies at
effect on the way
that knowledge
is created and applied throughout
each development
factory.
Do not expect anything like Nonaka and Takeuchis theory-laden
account
nese knowledge
management
practices
or Pagels how-to
manual
and
of Japd-
of
intellectual capital. Fruins is neither a highly theoretical nor a prescriptive piece, but he
does outline a host of descriptive details about Toshibas knowledge
management practices
that illustrate
success in product
development.
knowledge
demonstration
and organizational
organizational
knowledge
of how overlearning
trans-
in terms
of a
firms integrative capacity or the number of decisions that a firm can alter simultaneously
and harmoniously.
Fruin argues that a factorys integrative capacity is the direct product
of a highly
motivated
workforce
of collective
problem
card. SuperSmart
computer
capability
which,
in this context,
was defined
by their
ability
to
a multitude
of product
personnel,
development
projects,
All of this
HOOK
367
REVIEWS
coordination
allowed Yanagicho to acquire high value-added supplies at the best possible
price, to co-develop key components without
losing ownership
rights, and to produce a
reliable
product
As an ethnographer
Fruin was well positioned
budget.
employee
input
decision-making,
across function
all of which
groups,
increased
improved
feedback,
Fruin frequently
and facilitated
of product
devel-
of the knowledge
that was
created at Yanagicho. By this he means that Yanagichos specific ability to coordinate the
research, development,
and production
of a wide range of high-tech
products did not
translate well into other settings. The site-specificity
of Toshibas capabilities
became
particularly
apparent when Toshiba attempted
to set up development
factories abroad.
Toshiba found that, even when they transported
the very same employees that were
responsible for coordinating
manufacturing
activities at Yanagicho and/or other development factories, they could not reproduce
the original
raise a number
of interesting
efficiency found at
questions
thoroughly
explored: When does an entire worksite rather than an individual
mind
become the proper unit for the analysis of organizational
learning activities? Does all
learning
tributed
Based on Fruins
observations,
practices
dis-
did not
of technological
Fruins study
organizational
what individuals
Finally,
uncovers,
knowledge
in the organization
Fruin
of Yanagicho
regarding
the benefits
of Japanese
(as
that it would
to emulate
with
that tightly-knit,
long-term
tors promote the cooperation
However, Japans prolonged
manufacturing
strong
markets
for high-
by struc-
368
ROOK
resistance to restructuring,
In light
REVIEWS
to
to play
systems
and governance
As Fruin demonstrates,
alike, will
balance between
be to achieve a greater
of the selection
the benefits
of collective
learning
and
Visiting
Centre for Management
Hoyt
Researcher
of Innovation
& Technopreneurship
National University
of Singapore
NOTES
1. Nonaka,
I. and Takeuchi,
Companies
Create the Dynamics
for the Learning
Company.
H.
1995.
The Knowledge
Creating
Company:
How
of Innovation.
Pagel, C. 1998. Handbook
of Strategies
Japanese
and Tools