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CREATING AND MANAGING A HIGH PERFORMANCE
KNOWLEDGE-SHARING
NETWORK: THE TOYOTA CASE
Jeffrey H. Dyer
Stanley Goldstein Term Assistant prof of Management
Wharton School, University of Pennsylvania
2000 Steinberg-Dietrich Hall
Philadelphia, PA 19104-6370
(215) 898-9371
Dyer@wharton.upenn. edu
Kentaro Nobeoka
Associate Professor of Management
Research Institute for economic science and Business Administration
Kobe University
Rokkada i-cho 2-1 Nada-ku
Kobe, Japan 657
The authors would like to thank Masue Suzuki for her able seek assistance. We
would also like to thank the following individuals at Toyota who were extraordinarily
useful throughout the research project: Michio Tanaka, widely distributed Manager, world(prenominal)
Purchasing; Nobuhiko Suzuki, Manager, International Purchasing; Noriyuki Yokouchi,
V.P. Purchasing; Chris Nielsen, Assistant General Manager, Purchasing Planning,
Hajime Ohba, General Manager, TSSC; and Less Nichols, Assistant Manager, TSSC.
Finally, the authors would like to thank the Sloan Foundation and the International
repulse Vehicle Program at MIT for generously supporting this research.
bill of exchange: March 9, 1998
Please do not cite or quote without permission.
CREATING AND MANAGING A HIGH PERFORMANCE
KNOWLEDGE-SHARING
NETWORK: THE TOYOTA CASE
Abstract
This study offers a detailed case study of how Toyota facilitates interorganizational
knowledge transfers
among within its exertion internet. In particular, we identi~ and examine six primaeval institutionalized
knowledge overlap routines developed by Toyota and its suppliers. By examining how Toyota facilitates
knowledge-sharing
with, and among, suppliers we are able to identib the key variables which influence
interorganizational
and meshing learning. Moreover, since Toyota is early in the process of creating a
learning network with U.S. suppliers, we explore the creation and evolution of Toyotas new learning
network in the...If you want to get a full essay, allege it on our website: Orderessay
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