Ahmed A.S. Seleim, & Omar E.M. Khalil. (2011). Understanding the knowledge management-intellectual capital relationship: A two-way analysis. Journal of Intellectual Capital, 12(4), 586-614.
Huang, C. (2011). The influence of knowledge management implementation on organizational performance at Taiwan-listed integrated circuit companies: Using intellectual capital as the mediator. Journal of Global Business Management, 7(2), 1-17.
Marr, B., Gupta, O., Pike, S., & Roos, G. (2003). Intellectual capital and knowledge management effectiveness. Management Decision, 41(8), 771-781.
Mouritsen, J., Larsen, H.T., Bukh, P.N., & Johansen, M.R. (2001). Reading an intellectual capital statement: Describing and prescribing knowledge management strategies. Journal of Intellectual Capital, 2(4), 359-383.
Bryan, L.L. (2002) Just-in-time strategy for a turbulent world. McKinsey Quarterly, 2, 17-21
This article examines different approaches to corporate strategy and how they have changed as a result of external factors such as globalization. The author asserts that in a time of constant change, it is sometimes comforting to be able to rely on classical strategies like JIT.
Cusumano, M.A. (1985) the Japanese Automobile Industry: Technology and Management at Nissan and Toyota, Cambridge, Mass.
This book provides insight into the automotive industry in Japan. In addition to providing lengthy histories of Nissan and Toyota, it also offers a great deal of information about the inner workings of these organizations, particularly in terms of technological innovation.
Dalkir, K. (2005). Knowledge management in theory and practice. Butterworth-Heineman
This textbook explains all of the significant details of knowledge management, highlighting the major models and theories that dominate the field. Each model is discussed in terms of its relationship to other models and theories, as well as its applicability to real world situations.
Davenport, T.H. (2005). Thinking for a living: How to get better performance and results from knowledge workers. Boston: Harvard Business School Press.
This book covers all of the basics of knowledge management, with a strong focus on employee motivations and incentives. The author advocates creating a learning environment in which employees are allowed to thrive.
DeTienne, K.B, Dyer, G., Hoopes, C. And Harris, S. (2004). Toward a model of effective knowledge management and directions for future research: Culture, leadership, and CKOs Journal of Leadership and Organizational Studies, 10, 26-43.
The authors of this article performed an extensive literature review in an attempt to examine what they consider to be the three primary elements that constitute organizational culture: cooperative involvement, trust and incentives. Within these contexts, the authors integrate questions about the role of knowledge management as it affects organizational leadership.
Handy, Charles B. (1985). Understanding organizations, Penguin 3rd edition.
Charles Handy provides advice on how to handle employees when a company is going through changes; from negative changes such as downsizing to positive changes such as product differentiation.
Kelly, T. & Nanjiani, N. (2004). The business case for e-learning. San Jose, California, Cisco Press.
This book addresses online l earning through what is known as the "Cisco approach" which is a model that functions in accordance with "The Productivity Pyramid." It includes a section on Toyota's e-learning simulation program that was relevant to this paper.
Lawler, E.E. III (2005) From human resource management to organizational effectiveness, Wiley InterScience Journal, 44, 165-169
The author discussed marketing strategies that offer a competitive advantage to accomplish major goals designed to meet the client's needs. The author indicated that marketing capabilities assist in forming the foundation for developing a sustainable competitive advantage and has a direct impact on organizational performance.
Lord, R.G., & Brown, D.J. (2001). Leadership, values, and subordinate self-concepts. Leadership Quarterly, 12, 133 -- 152.
Lord and Brown assert that social phenomena, such as a leader's behaviors, can only be understood in terms of the knowledge structures that they activate within subordinates. They note however that a cursory examination of the leadership literature reveals that little information is available on this topic. Yet at the same time, they report that the need to integrate the cognitive and behavioral perspectives seems widely supported by researchers.
Toyota posts $1.7 billion quarterly profit (2010, February 4), Associated Press. Retrieved from http://www.msnbc.msn.com/id/35230344/ns/business-autos/
This article discusses Toyota's current financial state, and its expected downfall due to the problems the company has been facing with defective products. It shows how the company was thriving in the fourth quarter of 2009 but is likely to show significant drops in profits in the first quarter of 2010.
Executive Summary of the 14 Toyota Way Principles
Section I: Long-Term Philosophy
Principle 1: Base your management decision on a long-term-phylosophy, even at the expense of short-term financial goals
Section II: The right process will produce the right results
Principle 2: Create continuous process flow to bring problems to the surface
Principle 3: Use "pull" systems to aoid overproduction
Principle 4: Level out the workload (Heijunka). (Work like the tortoise, not the hare)
Principle 5: Build a culture of stopping to fix problems, to get the quality right the first time
Principle 6: Standardize tasks are the foundation for continuous improvement and employee empowerment
Principle 7: Use visual control so no problems are hidden
Principle 8: Use only reliable, thouroughly tested technology that serves your people and processes
Section III: Add value to the organization by developing your people and partners
Principle 9: Grow leaders who thouroughly understand the work, live the philosophy, and teach it to others
Principle 10: Develop exceptional people and teams who follow your company's philosophy
Principle 11: Respect your extented network of partners and suppliers by challenging them and helping them improve
Section IV: Continously sloving root problems drives organizational learning
Principle 12: Go and see for yourself to thouroughly understand the situation (genchi genbutsu)
Principle 13: Make decisions slowly by consensus, thouroughly considering all options; implement decisions rapidely
Principle 14: Become a learning organization though relentless reflection (hansei) and continuous improvement (kaizen)
Ardichvili, a., and S. Yoon. 2009. Designing Integrative Knowledge Management Systems: Theoretical Considerations and Practical Applications. Advances in Developing Human Resources 11, no. 3, (August 1): 307.
Baldi, S., and H. Heier. 2009. Fueling Community-Based Knowledge Management: Matching Peer-to-Peer Technology and the Social Architecture of Knowledge. Journal of Information Technology Case and Application Research 11, no. 1, (January 1): 6-22.
Bernoff, J., and C. Li. 2008. Harnessing the Power of the Oh-So-Social Web. MIT Sloan Management Review 49, no. 3, (April 1): 36-42.
Dadzie, a., V. Lanfranchi, and D. Petrelli. 2009. Seeing is believing: Linking data with knowledge. Information Visualization: Special Issue on Human-Centered Information Visualization 8, no. 3, (October 1): 197-211.
Jeffrey H. Dyer and Kentaro Nobeoka. 2000. Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management Journal: Special Issue: Strategic Networks 21, no. 3,
(March 1): 345-367.
Kiessling, T., R. Richey, J. Meng, and M. Dabic. 2009. Exploring knowledge management to organizational performance outcomes in a transitional economy. Journal of World Business 44, no. 4, (October 1): 421.
Massa, S., and S. Testa. 2009. A knowledge management approach to organizational competitive advantage: Evidence from the food sector. European Management Journal 27, no. 2, (April 1): 129.
Andrew P. McAfee. 2006. Enterprise 2.0: The Dawn of Emergent Collaboration. MIT Sloan Management Review 47, no. 3, (April 1): 21-28.
Nevo, D., B. Furneaux, and Y. Wand. 2008. Towards an evaluation framework for knowledge management systems. Information Technology and Management 9, no. 4, (December 1): 233-249.
Tim O'Reilly. 2006. Web 2.0: Stuck on a Name or Hooked on Value? Dr. Dobb's Journal, July 1, 10.
Parise, S. 2009. Social Media Networks: What Do They Mean for Knowledge Management? Journal of Information Technology Case and Application Research 11, no. 2, (April 1): 1-11.
Sicilia, J., M. Sicilia, S. Sanchez-Alonso, E. Garcia-Barriocanal, and M. Pontikaki. 2009. Knowledge representation issues in ontology-based clinical Knowledge Management systems. International Journal of Technology Management 47, no. 1-3, (June 30): 191.
Appendix a: Web 2.0 Meme Map
Source: (O'Reilly, 2006)