ABSTRACT
Knowledge creation consists of four processes of knowledge conversion: from tacit to explicit and vice versa, from explicit to explicit, and from tacit to tacit knowledge. In order to transfer the accumulated stock of knowledge, companies have to train new employees systematically and intensively. As stated by Nikkeiren, what the Japanese economy requested was a Human Resource Management system inducing the optimisation of the skills of the employees. Aoki rationalizes the learning process, since workers' progression from simple to increasingly complex tasks, can lower training costs through effective use of on-the-job training. Subsequently however, most members enter into the multi-speed system and the company proceeds to the first step in the selection process. The remuneration system did change significantly over time with respect to both its structure and the proportion of workers it covered, from the start, companies were not satisfied with the "Densangata" model, which they felt offered too few efficiency incentives.
