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組織的学習ツールとしてのシナリオ計画法の活用に関する研究
https://bunkyo.repo.nii.ac.jp/records/3704
https://bunkyo.repo.nii.ac.jp/records/3704c243bf6d-65d6-4b50-bc1e-9e347f39082c
| 名前 / ファイル | ライセンス | アクション |
|---|---|---|
BKSK210206.pdf (375.0 kB)
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| Item type | 紀要論文 / Departmental Bulletin Paper(1) | |||||
|---|---|---|---|---|---|---|
| 公開日 | 2011-02-17 | |||||
| タイトル | ||||||
| タイトル | 組織的学習ツールとしてのシナリオ計画法の活用に関する研究 | |||||
| タイトル | ||||||
| タイトル | Study on the Organizational Knowledge Creation with Model Scenario Planning Method : Case Study of a Company Sales Department Consulting Project | |||||
| 言語 | en | |||||
| 言語 | ||||||
| 言語 | jpn | |||||
| 資源タイプ | ||||||
| 資源タイプ識別子 | http://purl.org/coar/resource_type/c_6501 | |||||
| 資源タイプ | departmental bulletin paper | |||||
| タイトル カナ | ||||||
| その他のタイトル | ソシキテキ ガクシュウ ツール ト シテノ シナリオ ケイカクホウ ノ カツヨウ ニ カンスル ケンキュウ ケンキュウ ロンブン | |||||
| 著者 |
那須, 一貴
× 那須, 一貴 |
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| 著者 | ||||||
| 値 | Nasu, Kazutaka | |||||
| 所属機関 | ||||||
| 値 | 文教大学国際学部 | |||||
| 内容記述 | ||||||
| 内容記述タイプ | Abstract | |||||
| 内容記述 | Creating the organizational knowledge is the source of the competitive strength of the company. Tacit knowledge, that is said as know-how and knack, is very diffi cult to share among the company because it cannot explain explicitly in language since it can be learnt only gaining the experience. Such diffi culty is the cause of performance gap between the experienced staff with success and inexperienced ones. Because lack of experience means that they have not had the chance to obtain the tacit knowledge and it cannot be supplemented by doing on the job training nor preparing the work manual. This problem can be solved by developing tools for studying tacit knowledge that people can share the valuable experience even if they have not had it directly. One of the methods for studying tacit knowledge is developing model scenario with successful stories to be able to share the successful experience among the company. Model scenario should have clear story from the start to the end with tips from the successful experience, and it also should provide views to execute the strategy of the company. With this scenario, people can understand the causal relationship between their action and response that is considered being able to be studied only by having experience by themselves. By making the structured map that shows causal relationship in the model scenario, it can be used as a tool for knowledge creation. The structured map shows the options what they should do to obtain expected response from the customer that is necessary to put forward the business. By showing such actions, options, and expected response on the structured map, tacit knowledge can be explained as causal relationship of the actions with many options explicitly instead of using a metaphor. And such common understanding provides the basis for producing a place for discussion in the company to create the new organizational knowledge. | |||||
| 書誌情報 |
文教大学国際学部紀要 en : Journal of the Faculty of International Studies Bunkyo University 巻 21, 号 2, p. 67-81, 発行日 2011-01-01 |
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| 出版者 | ||||||
| 出版者 | 文教大学 | |||||
| ISSN | ||||||
| 収録物識別子タイプ | ISSN | |||||
| 収録物識別子 | 09173072 | |||||
| 著者版フラグ | ||||||
| 出版タイプ | VoR | |||||
| 出版タイプResource | http://purl.org/coar/version/c_970fb48d4fbd8a85 | |||||
| 本文言語 | ||||||
| 値 | 日本語 | |||||
| ID | ||||||
| 値 | BKSK210206 | |||||
| 作成日 | ||||||
| 日付 | 2011-02-17 | |||||
| 日付タイプ | Created | |||||
