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Visionary knowledge management: the case of Eisai transformation

Author

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  • Ikujiro Nonaka
  • Vesa Peltokorpi

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.

Suggested Citation

  • Ikujiro Nonaka & Vesa Peltokorpi, 2006. "Visionary knowledge management: the case of Eisai transformation," International Journal of Learning and Intellectual Capital, Inderscience Enterprises Ltd, vol. 3(2), pages 109-209.
    • Handle: RePEc:ids:ijlica:v:3:y:2006:i:2:p:109-209
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    Citations

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    Cited by:

    1. Járfás Zsuzsanna, 2019. "It’s a Relationship Business! An Embedded Network’s Internationalization as a Process of Sense-Giving and Sensemaking: The Case of Japan, Shipping Industry," Marketing – from Information to Decision Journal, Sciendo, vol. 2(1), pages 16-29, June.
    2. Járfás Zsuzsanna, 2018. "Internationalization of Japanese Business Groups – Literature Review," Marketing – from Information to Decision Journal, Sciendo, vol. 1(2), pages 27-41, December.

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