Creating and managing a high-performance knowledge-sharing network: The Toyota case

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. Copyright (C) 2000 John Wiley & Sons, Ltd.