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Knowledge Creation in Public Administrations: Innovative Government in Southeast Asia and Japan 1st Edition Ayano Hirose Nishihara full chapter instant download
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Administrations: Innovative
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KNOWLEDGE
CREATION IN
PUBLIC
ADMINISTRATIONS
Innovative Government in
Southeast Asia and Japan
Edited by
Ayano Hirose Nishihara
Masaei Matsunaga
Ikujiro Nonaka
Kiyotaka Yokomichi
Knowledge Creation in Public Administrations
Ayano Hirose Nishihara · Masaei Matsunaga
Ikujiro Nonaka · Kiyotaka Yokomichi
Editors
Knowledge
Creation in Public
Administrations
Innovative Government in Southeast Asia and Japan
Editors
Ayano Hirose Nishihara Ikujiro Nonaka
Department of Global Business, Hitotsubashi University
College of Business, Rikkyo University Tokyo, Japan
Tokyo, Japan
Kiyotaka Yokomichi
Masaei Matsunaga National Graduate Institute for Policy
Infrastructure and Studies
Peacebuilding Department Tokyo, Japan
Japan International Cooperation
Agency
Tokyo, Japan
v
vi Foreword
Takashi Shiraishi
Former President
National Graduate Institute for Policy Studies
Tokyo, Japan
Preface
vii
viii Preface
• This case study is about the revival of an ailing city in the northeast-
ern part of Japan. The city faced the challenges of a declining popu-
lation and an aging society. However, Toshiaki Honda, the Mayor
of Tono City, led the revival of the city by implementing new poli-
cies to increase the nonresident population through tourism, to
create a comfortable environment for raising children, and to intro-
duce safe and secure town management.
• This case study is about the pioneering role played by local gov-
ernment as the “middle manager” in a country; one which ignited
the process of a fundamental societal transformation in that coun-
try. In the 1960s, a province in Vietnam introduced agrarian reform
based on the reality of local farming, which sharply contradicted
the then current national policy, and cost the provincial leader his
job. Nonetheless, twenty years later, that retracted policy was even-
tually reintroduced at the national level, when the government was
forced to recognize the reality of the then catastrophic conditions in
Vietnamese agriculture.
• This case study is about the major changes in the economic man-
agement and operation of Vietnam, known as Doi Moi (renova-
tion). These covered the movement from a “centrally planned
economy” to a “market economy with a socialist orientation.” As
Chairman of the State Council at that time, Truong Chinh paid
great attention to economic development and to the protection of
the country. This case study depicts the process of changes in the
mindset of the leader, and documents the reasons for his decision to
support Vietnam’s Doi Moi direction.
Preface xiii
Thailand;
Dr. Borwornsak Uwanno, former Secretary General, Prof. Woothisarn
Tanchai, Secretary General, and Prof. Orathai Kokpol, Deputy Secretary
General, King Prajadhipok Institute (KPI);
Mr. Visoot Prasitsiriwongse, Deputy Secretary General, Office of the
Civil Service Commission (OCSC), Bangkok;
Mom Rajawongse Disnadda Diskul, Secretary General, The Mae Fah
Luang Foundation under Royal Patronage (MFLF);
Vietnam;
Prof. Dr. Ta Ngoc Tan, former President, Dr. Ngo Huy Duc,
Director, Institute of Political Science, Ho Chi Minh National Academy
of Politics;
Japan;
Ms. Atsuko Kikuchi, President, Japan Association for Public Human
Resources Development;
Mr. Kozo Yoshida, Commissioner, National Personnel Authority
(NPA);
Mr. Norio Fukuta, Director General, Human Resources Bureau,
NPA;
Mr. Kuninori Matsuda, former Deputy Director General, National
Institute of Public Administration NPA ;
Yoichi Niiya, former Director of International Affairs Division, NPA;
Dr. Akihiko Tanaka, former President and Mr. Hiroshi Kato, Senior
Vice President, Japan International Corporation Agency (JICA);
Ishiro Tambo, Director, and Staff members of Research Program
Division, the JICA Research Institute;
Prof. Takashi Shiraishi, former President, Prof. Masahiro Horie,
Director of Executive Development Center for Global Leadership, Prof.
Hirofumi Takada, Professor, and Staff members of the Research Support
and International Affairs Division, National Graduate Institute for Policy
Studies (GRIPS);
Prof. Kazuo Ichijo, Dean, Graduate School of International
Corporate Strategy, Hitotsubashi University; and
Dr. Hideki Kawada, CEO of Phronetic Co., Ltd.
We must note that the five country joint research project was made
possible by the extraordinary efforts of the region’s foremost scholars
in the field of governance. As the leaders of research groups in respec-
tive countries, they have led the project to a successful completion. We
extend our deepest appreciation to
xvi Preface
xvii
xviii Contents
Index 313
Notes on Contributors
Japan
Ayano Hirose Nishihara is an Assistant Professor, Department of Global
Business, College of Business, Rikkyo University, and a research col-
laborator to Professor Emeritus Ikujiro Nonaka. She received her B.A.
(Law) from Nagoya University, MBA in 2005 and DBA in 2011 from
The Graduate School of International Corporate Strategy, Hitotsubashi
University. Prior to her academic track, she worked as an assistant man-
ager at NEC Corporation. Her research topics include knowledge creation
at public and private organizations and communities, knowledge-creating
leadership, and social innovation. Her recent publications include Nonaka,
I., Hirose, A., & Takeda, Y. (2016). “Meso”—Foundations of Dynamic
Capabilities: Team—Level Synthesis and Distributed Leadership as the
Source of Dynamic Creativity. Global Strategy Journal, 6(3), 168–182.
Ikujiro Nonaka is a Professor Emeritus, Hitotsubashi University, the
world-renowned founder of the theory of knowledge-based manage-
ment. He received his B.A. (Political Science) from Waseda University,
MBA in 1968 and Ph.D. (Business Administration) in 1972 from the
University of California, Berkeley. Prior to his academic track, he worked
at Fuji Electric Corporation. He has won wide-ranging recognition for
his work in developing the knowledge-based management theory, and
recently received the Lifetime Achievement Award by Thinkers50. His
xix
xx Notes on Contributors
II.
Anshelmi oli aluksi vähän ihmeissään, sillä hän ei ollut mitään tiliä
odottanut, mutta hymähti sitten ajatellen, jotta tehdään tili, parempi
vaan kun maksavat vetopalkan. Tarpeenhan se on tässä yleisessä
niukkuudessa.
Viskaali oli nyt aivan toinen mies kuin kasarmilla. Siellä oli hänen
silmissään ollut samanlainen ilme kuin usein aikaisemmin, ennen
näitä selkkauksia, jolloin Anshelmi oli pitänyt viskaalia
kansanmiehenä. Se ilme oli kasarmilla ollut vielä lempeämpikin kuin
ennen, viskaali oli aina taputellut Anshelmia, jonka mielestä hän oli
vankina ollessaan vaikuttanut vähän »heeseliltä». Nyt oli hänen
katseensa kova, melkeinpä raaka.
SATU
*****
*****
*****
*****
MUISTIKIRJAN LEHTINEN
Kevät!
Niin minä tunnen, enkä sittenkään ole sen parempi kuin muutkaan.
Ihminen, itsekkyydestä ja omanvoiton pyynnistä vapaa, on vain
minun salainen haaveeni. Itse olen minä hyvä ainoastaan humisevan
metsän pyhätössä, korkealla vaaralla, jonne alhaalta katsoo sininen
lampi kuin armaan silmä.
*****
*****
Voi, kuinka minä olin sairas ja masentunut, kun juna minua kiidätti
yli rajan idästä Suomen puolelle!
Vapaus oli voitettu, olisi pitänyt olla iloinen, mutta sydämeen pisti
pahasti. Veli oli murhannut veljensä vapauden hinnaksi.
*****
*****
Tuli syksy…
Talvikin tuli…
*****
*****
Taavetti oli tämän pojan nimi, ja Taavetti taisi olla isäkin. Siinä oli
monta kakaraa pienessä mökissä, jota Särkäksi kutsuttiin, ja Särkkiä
se oli sitten koko sukukin. Tuskin tämä Taavetti oli vanhinkaan.
Lienee paremminkin ollut siinä keskivälillä, vaikka tästä vasta oli
muistettu tehdä isän kaima, jollainen ehdottomasti perillisten
joukossa oli oleva. Toisille oli sattunut allakasta löytymään muita
mukavia nimiä.
Isä ja äitikin olivat silloin jo siirtyneet turpeen alle, ja oli isä vielä
viime vuosinaan uudistanut torpan kontrahdin ylen raskailla ehdoilla.
Ei ollut Taavetille mikään makupala tämä kontu, ja monesti ajatteli
hän katkerana, että senkö täytistä hänen piti jäädä tähän kitumaan,
kun toiset lensivät tiehensä ikään kuin aavistaen, että sillä paikalla
mies pian menehtyy.