Collective Knowledge Management
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Collective Knowledge Management

Foundations of International Business in the Age of Intellectual Capitalism

Haruo H. Horaguchi

Human beings create knowledge as a result of interaction with others. This book is devoted to the idea that collective knowledge management can be strategically promoted through these interactions in order to enhance a firm’s competitiveness.
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Chapter 3: Shared knowledge

Haruo H. Horaguchi


Shared knowledge arises after an organization is formed. Shared knowledge is derived from intellectual activity in an organization. The organization offers a place where participating individuals mutually react for intellectual stimulation. Shared knowledge is formed when an individual provides intellectual stimuli to another individual who gives an intellectual response as a consequence. Cognizant of such a context, multiple participants cooperate with each other to solve specific problems so that new knowledge is created to the level that an individual alone cannot attain. Specific problem-solving is a task within a business organization. Organization members conceive future visions as higher-ranked goals to set the task. Future visions posed by chief executive officers (CEOs) influence issues that need a solution by a group of people in the workplace. Examples of such issues are: problems in business that require new solutions, discoveries for needed improvements during business processes, new products that need to be elaborately planned, and development objectives with imaginations supported by feasible new systems. Intellectual stimulus motivates people. Participation in a business organization is no exception. Problem-solving processes can induce talented people. For example, cost-reduction and product-development objectives function as intellectual stimulus, given a future vision as a higher-ranked goal. Once intellectual stimulus is given, intellectual responses can be understood in terms of an internal sense of fulfilment and observable incentives.

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