JAPANESE APPROACH TO THE IMPLEMENTATION OF KNOWLEDGE MANAGEMENT PROGRAMS

ЯПОНСКИЙ ПОДХОД К РЕАЛИЗАЦИИ ПРОГРАММ УПРАВЛЕНИЯ ЗНАНИЯМИ

Ли Мэймэй

студент магистратуры, Сибирский государственный университет науки и технологии имени академика М.Ф. Решетнева,

РФ, г. Красноярск

Сумина Екатерина Владимировна

канд. экон. наук, доцент, Сибирский государственный университет науки и технологии имени академика М.Ф. Решетнева,

РФ, г. Красноярск

Knowledge Management is the systematic management of knowledge to increase competitive advantages and its associated processes.

In recent years, Japanese companies have begun to attach importance to knowledge management. In order to encourage more companies to participate, relevant agencies officially launched a "The Most Respected Company (Japan)" evaluation last year. The most important part of the evaluation is to evaluate how Japanese companies create, share and use knowledge to increase their competitiveness. The first seven winners are Fuji Xerox, Kao, Asahi Brewery, Eisai, Sony, IBM and Fujitsu [1].

Those seven companies have similar knowledge management models, which can be summarized as the following seven steps:

First, establish the company's knowledge culture. For example, Fuji Xerox, it reformulates the core culture of company and puts the sales people in the first place;

Second, strive for high-level support. Take Eisai as an example, President Natio proposed "Change, Otherwise, No Growth" in 1989. In 1996, he proposed a plan of "HHC, Human Health Care" centering on the theme of knowledge management [2].

Third, launch products or services with high content of knowledge. For example, Japanese IBM is proud to launch not only hardware, but knowledge-based solutions.

Fourth, quantize the value of knowledge-based capital. For example, Kao, it implements the system scheme of the Total Cost Reduction, aiming to reduce costs and increase value at all levels.

Fifth, create an atmosphere of sharing knowledge. Kao is the most outstanding in establishing an inter-departmental product opening team, and Asahi Brewery stores customer data and sales staff's "Secrets for Exclusive Sales" in the company's database, which is convenient for all sales staff to use, so as to strengthen the communication between employees.

Six, continue learning. Take Sony as an example, the company is always encouraging and welcoming some new ideas and new corporate governance methods [3].

Seven, accumulate wealth for shareholders. Sony is a leader in this field -- both share price and profits set records in 2000, among which high-tech electronic products driven by knowledge were the most successful [4].

References:

1. Brown J.S., Duguid P. Organizing knowledge, in Little, S., Quintas, P., Ray, T. (Eds.), Managing knowledge. An essential reader. - 2002. - P. 19—40;. London: The Open University & SAGE Publications Ltd.
2. Nonaka, L, Toyomo, R„ Konno, N. SECI, ba and leadership: A unified model of dynamic knowledge creation, in Little, S., Quintas, P., Ray, T. (Eds), Managing knowledge - An essential reader. - 2002. - P. 41-67; London: The Open University & SAGE Publications Ltd.
3. Vorbeck, J., Heisig, P., Martin, A., Schutt, P. Knowledge Management in a global company -IBM global services, in Mertins, K., Heisig, P., Vorbeck, J. (Eds), Knowledge Management-Best practices in Europe. - 2001. - P. 174-185; Berlin: Springer-Verlag.
4. Quintas, P. Managing knowledge in a new century, in Little, S., Quintas, P., Ray, T. (Eds), Managing knowledge - An essential reader. - 2002. - P. 1-14; London: The Open University & SAGE Publications Ltd.