In an organization equipped for complete learning, communication and structures within the company should be flexible and open - and in a way, Sanyo with Nonaka, could be said to be equipped in these aspects. The process for innovation through the changes that had been introduced, at least was steered towards a cyclical process where learning is continuous as opposed to being linear and discontinuous.
2. How did Nonaka try to revolutionize learning and change and how did this relate to incomplete learning Identify the levels of learning if any. Which typology/s of learning best describes the events in Sanyo
While Nonaka introduced process and systems-related innovation to Sanyo, the changes that she tried to accomplish was only done on a horizontal plane, and did not account the vertical integration of the new vision for the company. The levels of learning were limited to environmental and behavioral directions or cues for the company. However, the leaning was in a way incomplete because the changes did not seep down to the very purpose of the company, that is specifically charting the unique role of Sanyo which has to do with the identity or mission of the company. A company needs to be rooted to its values and belief systems that it has developed over time - for example Sanyo is proud of its heritage as a maker of refrigerators and batteries as well being known in its markets for this. The learning was incomplete also by which Nonaka's team failed sufficiently to take into account the capabilities of the company or the question of how its core competencies will be aligned with the environmental cues for change. Thus, some stakeholders did not fall into line in supporting Nonaka's vision for Sanyo. The typology of learning that fits within the case of Sanyo may that of the model of organizational change, by which changes are done in the structural level, but not with the culture and the strategy of the company. Learning through organizational change is quite focused through changing from without, and not from within which takes intro consideration the cultural aspects and belief system of an organization. This kind of learning by organizational change, as opposed to deeper levels of learning that comes with organizational development or transformation.
3.What has this case got to do with exploration and exploitation Explain.
The case of Sanyo with Nonaka at the helm when she tried to make changes can be called to have made too much of a call for exploration and failing at decisive exploitation. Nonaka was on the right frame of mind when she took into consideration at the way the world has increasingly looked at environmentally conscious products and businesses as the wave of the future, not only because of the projected demise of oil-based fuel systems but because a value-based respect for the environment has been gaining ground with consumers. By aligning Sanyo with the new paradigm, potentially Sanyo was at the leading edge in terms of technology and with its new products. However, exploration needs to be balanced with exploitation or that which has to do with what the company's ability to improve and refine