日本語 English
| 開講年度/ Academic YearAcademic Year |
20242024 |
| 科目設置学部/ CollegeCollege |
経営学研究科/Graduate School of BusinessGraduate School of Business |
| 科目コード等/ Course CodeCourse Code |
KN213/KN213KN213 |
| テーマ・サブタイトル等/ Theme・SubtitleTheme・Subtitle |
Knowledge Creation and Innovation |
| 授業形態/ Class FormatClass Format |
対面（全回対面）/Face to face (all classes are face-to-face)Face to face (all classes are face-to-face) |
| 授業形態（補足事項）/ Class Format (Supplementary Items)Class Format (Supplementary Items) |
対面（In person） |
| 授業形式/ Class StyleCampus |
演習・ゼミ/SeminarSeminar |
| 校地/ CampusCampus |
池袋/IkebukuroIkebukuro |
| 学期/ SemesterSemester |
春学期1/Spring Semester1Spring Semester1 |
| 曜日時限・教室/ DayPeriod・RoomDayPeriod・Room |
水4/Wed.4 Wed.4 , 水5/Wed.5, Wed.5 ログインして教室を表示する（Log in to view the classrooms.） |
| 単位/ CreditsCredits |
22 |
| 科目ナンバリング/ Course NumberCourse Number |
MIB6201 |
| 使用言語/ LanguageLanguage |
英語/EnglishEnglish |
| 履修登録方法/ Class Registration MethodClass Registration Method |
科目コード登録/Course Code RegistrationCourse Code Registration |
| 配当年次/ Assigned YearAssigned Year |
配当年次は開講学部のR Guideに掲載している科目表で確認してください。配当年次は開講学部のR Guideに掲載している科目表で確認してください。 |
| 先修規定/ Prerequisite RegulationsPrerequisite Regulations |
|
| 他学部履修可否/ Acceptance of Other CollegesAcceptance of Other Colleges |
履修登録システムの『他学部・他研究科履修不許可科目一覧』で確認してください。 |
| 履修中止可否/ Course CancellationCourse Cancellation |
－（履修中止制度なし/ No system for cancellation) |
| オンライン授業60単位制限対象科目/ Online Classes Subject to 60-Credit Upper LimitOnline Classes Subject to 60-Credit Upper Limit |
|
| 学位授与方針との関連/ Relationship with Degree PolicyRelationship with Degree Policy |
各授業科目は、学部・研究科の定める学位授与方針（DP）や教育課程編成の方針（CP）に基づき、カリキュラム上に配置されています。詳細はカリキュラム・マップで確認することができます。 |
| 備考/ NotesNotes |
Knowledge creation and innovation are the key drivers for creating new and sustainable value for business and society. In today's VUCA world, it is increasingly important to create new knowledge for innovation with wise leadership. In such a context, this course aims to enable students to: a) understand the theory and practice of knowledge creation and innovation, and b) apply them to the actual situation as a leader.
This is an active learning course using the case method and group project where students will a) learn the theory and concepts of knowledge creation and innovation, b) understand their practice through case studies and c) apply them to the real situation in a group project. Students are encouraged to use their knowledge and experience from other courses to actively participate in the case discussion and the group project. Please note that: 1) the cases listed are tentative and subject to change; 2) guest speakers may be arranged but may change depending on the situation.
| 1 | Day 1 SS1: Introduction to the course and forming "SCRUM" teams |
| 2 | Day 1 SS2: Theory 1: Knowledge and SECI |
| 3 | Day 2 SS3: Case discussion: Realizing customer satisfaction (Eisai, 7-11, Yamato, etc) |
| 4 | Day 2 SS4: Theory 2: Ba and Knowledge Ecosystem |
| 5 | Day 3 SS5: Case discussion: Realizing technological innovation (Honda, Toyota, Fujifilm, etc) |
| 6 | Day 3 SS6: Theory 3: Concept creation |
| 7 | Day 4 SS7: Case discussion: Generating new product/service ideas (Suntory) |
| 8 | Day 4 SS8: Theory 4: Wise Leadership |
| 9 | Day 5 SS9: Case discussion: Leading the change (Wise leaders) |
| 10 | Day 5 SS10: Theory 5: Social Innovation |
| 11 | Day 6 SS11: Case discussion: Revitalizing local communities (Kamikatsu, Mitaka, etc) |
| 12 | Day 6 SS12: Case discussion: Revitalizing local communities (Doi Tung, etc) |
| 13 | Day 7 SS13: Final Presentations |
| 14 | Day 7 SS14: Wrap up |
板書 /Writing on the Board
スライド（パワーポイント等）の使用 /Slides (PowerPoint, etc.)
上記以外の視聴覚教材の使用 /Audiovisual Materials Other than Those Listed Above
個人発表 /Individual Presentations
グループ発表 /Group Presentations
ディスカッション・ディベート /Discussion/Debate
実技・実習・実験 /Practicum/Experiments/Practical Training
学内の教室外施設の利用 /Use of On-Campus Facilities Outside the Classroom
校外実習・フィールドワーク /Field Work
上記いずれも用いない予定 /None of the above
Students are requested to read material or watch videos and do the pre-assignments before coming to the class, contribute to case discussions in class, and do the reactions after the class. Details are to be advised in class.
| 種類 (Kind) | 割合 (%) | 基準 (Criteria) |
|---|---|---|
| 平常点 (In-class Points) | 100 |
Contributions in class(20%) Pre-assignment and Reaction paper(20%) Final Presentation(30%) 最終レポート(Final Report)(30%) |
| 備考 (Notes) | ||
なし/None
| その他 (Others) | |||||
|---|---|---|---|---|---|
| Ikujiro, N., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford University Press. Nonaka, I., & Takeuchi, H. (2019). The wise company: How companies create continuous innovation. Oxford University Press. Nonaka, I., Toyama, R., & Hirata, T. (2008). Managing flow: A process theory of the knowledge-based firm. Springer. Takeuchi, H., & Nonaka, I. (1986). The new new product development game. Harvard business review, 64(1), 137-146. Nonaka, I., & Takeuchi, H. (1991). The knowledge-creating company. Harvard business review, November-December 19991. Nonaka, I., & Konno, N. (1998). The concept of “Ba”: Building a foundation for knowledge creation. California management review, 40(3), 40-54. Nonaka, I., Toyama, R., & Konno, N. (2000). SECI, Ba and leadership: a unified model of dynamic knowledge creation. Long range planning, 33(1), 5-34. Nonaka, I., & Toyama, R. (2003). The knowledge-creating theory revisited: knowledge creation as a synthesizing process. Knowledge Management Research & Practice, 1(1), 2-10. Nonaka, I., & Toyama, R. (2005). The theory of the knowledge-creating firm: subjectivity, objectivity and synthesis. Industrial and corporate change, 14(3), 419-436. Nonaka, I., & Toyama, R. (2007). Strategic management as distributed practical wisdom (phronesis). Industrial and corporate change, 16(3), 371-394. Nonaka, I., & Takeuchi, H. (2011). The wise leader. Harvard business review, 89(5), 58-67. Nonaka, I., & Hirose, A. (2015). Practical strategy as a co-creating collective narrative: A perspective of organizational knowledge-creating theory. Kindai Management Review, 3, 9-24. Further supplement readings will be introduced in class |
Be able to actively engage in and enjoy group work and class discussions.
Notebook PC or Tablet PC
This is a sister course to Advanced Seminar in Global Business 16 - as such, these courses are advised to be taken together. Also, together with Advanced Seminar in Global Business 17 and 18 these four courses form the "Knowledge, Innovation, and Design" pillar.
知識の創造とイノベーションは、ビジネスと社会に新たな持続可能な価値を生み出す重要な原動力である。COVID-19のパンデミックや世界的な気候危機など、VUCAの世界と呼ばれる今日、実践知リーダーシップを発揮し、イノベーションのための新たな知識を創造することの重要性はますます高まっている。このような状況において、本コースは、a) 知識創造とイノベーションの理論と実践を理解し、b) それらを実際の状況に適用できるようになることを目指す。
Knowledge creation and innovation are the key drivers for creating new and sustainable value for business and society. In today's VUCA world, it is increasingly important to create new knowledge for innovation with wise leadership. In such a context, this course aims to enable students to: a) understand the theory and practice of knowledge creation and innovation, and b) apply them to the actual situation as a leader.
このコースは、ケースメソッドとグループプロジェクトを用いたアクティブラーニングコースで、a)知識創造とイノベーションの理論と概念を学び、b)ケーススタディを通して実践を理解し、c)グループプロジェクトで実際の状況に適用する。学生は、他のコースで学んだ知識や経験を活かし、ケースディスカッションやグループプロジェクトに積極的に参加することが奨励される。
注意事項
1) ケースは暫定的なものであり、変更される可能性がある。
2) ゲストスピーカーの予定は、状況により変更される可能性がある。
This is an active learning course using the case method and group project where students will a) learn the theory and concepts of knowledge creation and innovation, b) understand their practice through case studies and c) apply them to the real situation in a group project. Students are encouraged to use their knowledge and experience from other courses to actively participate in the case discussion and the group project. Please note that: 1) the cases listed are tentative and subject to change; 2) guest speakers may be arranged but may change depending on the situation.
| 1 | Day 1 SS1: Introduction to the course and forming "SCRUM" teams |
| 2 | Day 1 SS2: Theory 1: Knowledge and SECI |
| 3 | Day 2 SS3: Case discussion: Realizing customer satisfaction (Eisai, 7-11, Yamato, etc) |
| 4 | Day 2 SS4: Theory 2: Ba and Knowledge Ecosystem |
| 5 | Day 3 SS5: Case discussion: Realizing technological innovation (Honda, Toyota, Fujifilm, etc) |
| 6 | Day 3 SS6: Theory 3: Concept creation |
| 7 | Day 4 SS7: Case discussion: Generating new product/service ideas (Suntory) |
| 8 | Day 4 SS8: Theory 4: Wise Leadership |
| 9 | Day 5 SS9: Case discussion: Leading the change (Wise leaders) |
| 10 | Day 5 SS10: Theory 5: Social Innovation |
| 11 | Day 6 SS11: Case discussion: Revitalizing local communities (Kamikatsu, Mitaka, etc) |
| 12 | Day 6 SS12: Case discussion: Revitalizing local communities (Doi Tung, etc) |
| 13 | Day 7 SS13: Final Presentations |
| 14 | Day 7 SS14: Wrap up |
板書 /Writing on the Board
スライド（パワーポイント等）の使用 /Slides (PowerPoint, etc.)
上記以外の視聴覚教材の使用 /Audiovisual Materials Other than Those Listed Above
個人発表 /Individual Presentations
グループ発表 /Group Presentations
ディスカッション・ディベート /Discussion/Debate
実技・実習・実験 /Practicum/Experiments/Practical Training
学内の教室外施設の利用 /Use of On-Campus Facilities Outside the Classroom
校外実習・フィールドワーク /Field Work
上記いずれも用いない予定 /None of the above
Students are requested to read material or watch videos and do the pre-assignments before coming to the class, contribute to case discussions in class, and do the reactions after the class. Details are to be advised in class.
| 種類 (Kind) | 割合 (%) | 基準 (Criteria) |
|---|---|---|
| 平常点 (In-class Points) | 100 |
Contributions in class(20%) Pre-assignment and Reaction paper(20%) Final Presentation(30%) 最終レポート(Final Report)(30%) |
| 備考 (Notes) | ||
なし/None
| その他 (Others) | |||||
|---|---|---|---|---|---|
| Ikujiro, N., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford University Press. Nonaka, I., & Takeuchi, H. (2019). The wise company: How companies create continuous innovation. Oxford University Press. Nonaka, I., Toyama, R., & Hirata, T. (2008). Managing flow: A process theory of the knowledge-based firm. Springer. Takeuchi, H., & Nonaka, I. (1986). The new new product development game. Harvard business review, 64(1), 137-146. Nonaka, I., & Takeuchi, H. (1991). The knowledge-creating company. Harvard business review, November-December 19991. Nonaka, I., & Konno, N. (1998). The concept of “Ba”: Building a foundation for knowledge creation. California management review, 40(3), 40-54. Nonaka, I., Toyama, R., & Konno, N. (2000). SECI, Ba and leadership: a unified model of dynamic knowledge creation. Long range planning, 33(1), 5-34. Nonaka, I., & Toyama, R. (2003). The knowledge-creating theory revisited: knowledge creation as a synthesizing process. Knowledge Management Research & Practice, 1(1), 2-10. Nonaka, I., & Toyama, R. (2005). The theory of the knowledge-creating firm: subjectivity, objectivity and synthesis. Industrial and corporate change, 14(3), 419-436. Nonaka, I., & Toyama, R. (2007). Strategic management as distributed practical wisdom (phronesis). Industrial and corporate change, 16(3), 371-394. Nonaka, I., & Takeuchi, H. (2011). The wise leader. Harvard business review, 89(5), 58-67. Nonaka, I., & Hirose, A. (2015). Practical strategy as a co-creating collective narrative: A perspective of organizational knowledge-creating theory. Kindai Management Review, 3, 9-24. Further supplement readings will be introduced in class |
Be able to actively engage in and enjoy group work and class discussions.
Notebook PC or Tablet PC
This is a sister course to Advanced Seminar in Global Business 16 - as such, these courses are advised to be taken together. Also, together with Advanced Seminar in Global Business 17 and 18 these four courses form the "Knowledge, Innovation, and Design" pillar.