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By Clive Morton (auth.)

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126. 8. Ibid. 127. 9. Ibid. 128. 10. Ibid. 156. 11. Ibid. 170. 12. Ibid. 212-22. 13. For more detail see Morton (1994): 29-38 14. : 19. 15. Nonaka and Takeuchi, 1995: 220. 16. Ibid. 222. ' The mantra of 1990s management either side of the Atlantic. Yesterday's macho manager who forced change by correcting and directing lesser mortals in a top-down fashion is often today an enthusiast for 'empowerment' and self-managed teams. What happened? In the early 1980s management could blame the government for excessive state ownership and the trade unions for restrictive practices.

Also, knowledge is communicated and accessed more effectively; projects have concentrated resources and finite deadlines; top management ownership concentrates the mind. In effect this structure fosters 'middle-up-down' management. APPLYING KNOWLEDGE CREATION IN A GLOBAL CONTEXT Much of the context for this encapsulation of Nonaka and Takeuchi's theory of the learning organization comes from Japan and the Western observer has to ask: is this transferable or applicable in the West? In the global context they cite an interesting case study on Shin Caterpillar Mitsubishi which represents the flip side of my own experience with Komatsu.

Frozen because they were comfortable being told what to do. 1, p. 50) that is, successful leaders in change combine leading and learning. This formula has some congruence with that of the knowledge-creating company examined in Chapter 2 and we will return to the debate on which route to follow when we have looked at some examples of change in practice. MAKING CHANGE HAPPEN: EXAMPLES FROM THE USA AND SWEDEN Top down - first to last? A well-documented story of change is that of the revolution led at General Electric (GE) by Jack Welch as CEO since 1981.

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