Creating and Managing a High-Performance Knowledge-Sharing Network: The Toyota Case

Keywords

Toyota, knowledge diffusion, supplier network

Abstract

Previous research suggests that knowledge diffusion occurs more quickly within Toyota’s production network than in competing automaker networks. In this paper we examine the ‘black box’ of knowledge sharing within Toyota’s network and demonstrate that Toyota’s ability to effectively create and manage network-level knowledge-sharing processes at least partially explains the relative productivity advantages enjoyed by Toyota and its suppliers. We provide evidence that suppliers do learn more quickly after participating in Toyota’s knowledge-sharing network. Toyota’s network has solved three fundamental dilemmas with regard to knowledge sharing by devising methods to (1) motivate members to participate and openly share valuable knowledge (while preventing undesirable spillovers to competitors), (2) prevent free riders, and (3) reduce the costs associated with finding and accessing different types of valuable knowledge. Toyota has done this by creating a strong network identity with rules for participation and entry into the network. Most importantly, production knowledge is viewed as the property of the network. Toyota’s highly interconnected, strong tie network has established a variety of institutionalized routines that facilitate multidirectional knowledge flows among suppliers. Our study suggests that the notion of a dynamic learning capability that creates competitive advantage needs to be extended beyond firm boundaries. Indeed, if the network can create a strong identity and coordinating rules, then it will be superior to a firm as an organizational form at creating and recombining knowledge due to the diversity of knowledge that resides within a network.

Original Publication Citation

Dyer, Jeffrey H. and Kentaro Nobeoka (2000). “Creating and Managing a High Performance Knowledge-Sharing Network: The Toyota Case.” Strategic Management Journal, 21, 345-367.

Document Type

Peer-Reviewed Article

Publication Date

2000

Publisher

Strategic Management Journal

Language

English

College

Marriott School of Business

Department

Marketing

University Standing at Time of Publication

Full Professor

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