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Recovering from SuccessInnovation and Technology Management in Japan$
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D. Hugh Whittaker and Robert E. Cole

Print publication date: 2006

Print ISBN-13: 9780199297320

Published to Oxford Scholarship Online: September 2007

DOI: 10.1093/acprof:oso/9780199297320.001.0001

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Managing creativity and control of knowledge workers 1

Managing creativity and control of knowledge workers 1

Chapter:
(p.145) 8 Managing creativity and control of knowledge workers1
Source:
Recovering from Success
Author(s):

Clair Brown

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199297320.003.0008

This chapter looks at the HRM (human resource management) and knowledge system dimensions of open innovation, highlighting the rising importance of externally-derived knowledge. It establishes a link between the internal-external orientation of HRM systems and the type of external knowledge accessed. Internally/externally-oriented HRM systems are associated with public/private external knowledge, respectively. The latter type of knowledge tends to be closer to the cutting edge, as it takes time to codify knowledge. Once again, this analysis points to difficulties Japanese companies face in participating in global knowledge networks. However, it also points to tradeoffs between support for individual creativity on the one hand, and team work and control on the other.

Keywords:   HRM orientations, codified knowledge, global knowledge networks, externally-derived knowledge, individual creativity, team work

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