Doctoral Student

Yusaku Takeda

Yusaku Takeda is a doctoral student in the Management program at Harvard Business School. 

Yusaku's interests lie in dynamic interactions among shared beliefs, shared values, and organizational capabilities, as well as their interplay with leadership roles. He is also interested in social processes of justifying beliefs within organizations and its implication on business strategy.

Yusaku earned a B.A. with honors from the College of Social Studies at Wesleyan University as a Freeman scholar in 2014. He studied philosophy, government, economics, and modern history, and conducted an independent research project on Japanese business organizations in the post-WWII period. Before joining HBS, he worked as a research assistant to Professor Emeritus Ikujiro Nonaka at Hitotsubashi University's Graduate School of International Corporate Strategy in Japan. He conducted research on how to promote organizational knowledge creation, as well as ways in which the organization identifies, combines, and mobilizes existing knowledge.

He holds a second-degree black belt in Judo and is a former Connecticut state champion.

Journal Articles

  1. 'Meso'-Foundations of Dynamic Capabilities: Team-Level Synthesis and Distributed Leadership as the Source of Dynamic Creativity

    Ikujiro Nonaka, Ayano Hirose and Yusaku Takeda

    This article examines the theoretical foundations of an organization's dynamic capabilities—sensing, seizing, and transforming—from the perspective of organizational knowledge creation. Making a distinction between the creative and adaptive aspects of dynamic capabilities, this article argues that the foundation of creative aspect is 'meso:' it stems from team-level interactions of frontline workers' capabilities facilitated by middle managers, rather than from individual-level (or micro-level) capabilities. In this middle-up-down management model, top management sets the vision of the organization, but middle managers grasp and solve the gap between the top and the frontline by facilitating team-level dialectic interactions of employees. The leadership practices of both top and middle management that facilitate this process are illustrated with four Japanese multinational companies—Fujifilm, Eisai, Mayekawa Manufacturing, and Toyota.

    Keywords: organizational knowledge creation theory; dynamic capabilities; middle-up-down management; wise leadership; phronesis; multinational enterprise; Organizational Change and Adaptation; Multinational Firms and Management; Management Practices and Processes; Creativity; Organizational Structure; Knowledge;


    Nonaka, Ikujiro, Ayano Hirose, and Yusaku Takeda. "'Meso'-Foundations of Dynamic Capabilities: Team-Level Synthesis and Distributed Leadership as the Source of Dynamic Creativity."Global Strategy Journal 6, no. 3 (August 2016): 168–182. View Details