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事業部門長による知識リーダシップの発揮とその影響: IT企業の事業部門ナレッジマネジメントの事例研究

Author(s)細野, 一雄CitationIssue Date

2017‑09

Type

Thesis or Dissertation

Text version

author

URL

http://hdl.handle.net/10119/15301

RightsDescription

Supervisor:内平 直志, 知識科学研究科, 修士, 付録
1（pp.78‑95）はA社 秘密情報のため非公開

Japan Advanced Institute of Science and Technology

Act of Knowledge Leadership by Top of Business
Unit and Its Effect―A Case Study of Knowledge Management in theBusiness Unit of IT Companies―
Kazuo Hosono
School of Knowledge Science,
Japan Advanced Institute of Science and Technology
September 2017Keywords: knowledge management, knowledge leadership, SECI model, ‘Ba’
In the SE division of IT companies, business is a project system. Since the project
has the characteristic of "one and only", it is important in the next project toutilize the deliverables and experienced persons of similar projects in the past. Itis essential to accumulate experience as knowledge and make use of it incorporate management. From this, every executive officer of an IT company is aknowledge manager.
In knowledge management, the SECI model is famous. However, since the SECI
model is a metamodel, tailoring is necessary to apply it to the Projects andorganizations site. It is quite difficult even for experienced people and KM experts.
Because it is necessary to devise a way to use the SECI model. In addition, it is
not easy to educate talent who has acquired it.
Within the company, business is conducted on a business unit level where
executive officers are top. Executive officer as a top of Business Unit will
Copyright Ⓒ 2017 by Kazuo Hosono

1demonstrate leadership as a knowledge manager. In Japanese companies, top ofbusiness Unit change over several years, so it has been repeated to incorporate
new knowledge management every time they change. The knowledge assets
owned by the organization are inherited, but role sharing and methods ofknowledge creation change, and in some cases confused. It is necessary to cause"fluctuation", but it is difficult to balance it.
In this paper, in a corporate organization with the top of the business Unit,
knowledge creation and inheritance of organization knowledge is targeted.
Specifically, it covers IT companies that understand KM. This company is a major
vendor in IT companies in japan.
The SE group of the company has promoted KM for many years according toNonaka's theory. Within the company, the words SECI model, "Ba", tacitknowledge are used regularly. Therefore, each top of Unit is an excellent
knowledge manager. Approximately 10 business chief directors of the IT company,
I asked him to look back on the time when he was Inaugurated top of business
Unit. I interviewed what kind of knowledge creation had been done at that time.
This paper is based on "five functions of the four missions and knowledge visionthat the top should demonstrate" stated by Nonaka and Umemoto (2001). The
paper research on the following.
・ What value does knowledge management have in solving business problems
・ What kind of priority did the top of business Unit to solve problems?
・ What kind of knowledge leadership did the top of buseness Unit for followers?
Prior to the interview, we set up 18 confirmation points in advance and organized
the results of the interview at that point. Comparing it, I examined the existenceof trends and the relevance between items. They top of business Unit himself
devised policies and methods to create knowledge using his own experience anddeep knowledge of KM. Each of they actively acted to visualize knowledge assetsof our organization, to demonstrate leadership to followers and to improve theknowledge assets of the organization.

Copyright Ⓒ 2017 by Kazuo Hosono2As a result, I clarified the following.
・ Each top of business Unit considered the value of knowledge management andthe flow that leads to the solution of business problems properly.
・ The top of business Unit had a clear policy on what kind of priority should begiven to knowledge management.
・ The existence of the relationship between knowledge leadership of top ofbusiness Unit and knowledge problem.
As a result, it was cleared that "the four functions to be demonstrated by the top
and the five functions of knowledge vision" are suitable for corporate KM
activities. Among them, I showed a mechanism model between business problem
solution and knowledge creation, and devised a model showing the flow of priority.
Practically, on the way to convert knowledge into value, the way of thinking ofpriority. It shows to the knowledge manager how to effectively use the four
resources of people, materials, money and information.

Copyright Ⓒ 2017 by Kazuo Hosono

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