Management for Value Creation Analyzed with the Concepts of Uncertainty and Equivocality : A Case Study of a Robotics Technology R&D Organization at Honda Motor Company

The purpose of this paper is to present a hypothesis model of the management for value creation analyzed with the concepts of Uncertainty and Equivocality. This hypothesis model is developed by extending the "SECI model" (Nonaka & Takeuchi, 1995) from knowledge creation theory and combining it with an adjusted version of the management model of Daft & Lengel (1986), which uses the two concepts of "uncertainty" and "equivocality" as the keys to analysis. As a result of a quantitative analysis of the activity of a robotics technology R&D organization at Honda Motor Company, this paper presents a "4 \u27IN\u27 for value creation." Specifically, this model is a four quadrant model in which four modes constitute one process. These modes are: 1) creation of platform (ba) (Interaction), 2) creation of concepts (Intention), 3) creation of technology (Integration) and, 4) creation of value (Incubation). The mechanisms of these modes are explained in detail