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This book offers a meditation on the links between philosophy and its implementation, interpreting why and how a leader's "philosophy" strengthens his action predicated on the purposeful vision of life; and discusses the a hypothesis that performance control in management may be driven by transcendental and intrinsic motivations, contrasting with the traditional management control theory. It construes how Inamori's management philosophy disciplines accounting and finance management towards putting its basic tenets into practice. Examining, in particular, the history of Kyocera, the authors provide a contemplative look at a human centric philosophy, which will be of interest to scholars of management, corporate executives, and economists with a philosophical bent.

In recognition of Professor Ikujiro Nonaka's contribution to the field of Knowledge Management this book, forming part of The Nonaka Series on Knowledge and Innovation from Palgrave Macmillan, deals with a variety of aspects of the Knowledge Management (KM) theory and the knowledge-based view of the firm. Through the apparent heterogeneity of interests and approaches to the subject matter, a common thread goes through Professor Nonaka's important contributions to the field through the foundation of a School of Knowledge Approach in management. By engaging in discussion and criticism, and by bu

Transformational CEOs questions why some Japanese firms succeeded in the 1990s despite an economy that failed--regardless of the burst of the "bubble" economy, a number of Japanese companies have maintained or extended their international leadership in particular sectors. The authors argue that whilst some of the reasons for successes are plain common sense--operational effectiveness and superior CEO leadership--some are Japan-specific and point to a break with traditional leadership rationale