Book

Enabling Knowledge Creation

Georg von Krogh, Kazuo Ichijo and Ikujiro Nonaka

Published in print January 2000 | ISBN: 9780195126167
Published online October 2011 | e-ISBN: 9780199848720 | DOI: http://dx.doi.org/10.1093/acprof:oso/9780195126167.001.0001
Enabling Knowledge Creation

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This book shows how firms can generate and nurture ideas. Weaving together lessons from such international leaders as Siemens, Unilever, Skandia, and Sony, along with their own first-hand consulting experiences, the authors introduce knowledge enabling — the overall set of organizational activities that promote knowledge creation — and demonstrate its power to transform an organization's knowledge into value-creating actions. They describe the five key “knowledge enablers” and outline what it takes to instill a knowledge vision, manage conversations, mobilize knowledge activists, create the right context for knowledge creation, and globalize local knowledge. The authors stress that knowledge creation must be more than the exclusive purview of one individual — or designated “knowledge” officer. Indeed, it demands new roles and responsibilities for everyone in the organization — from the elite in the executive suite to the frontline workers on the shop floor. Whether an activist, a caring expert, or a corporate epistemologist who focuses on the theory of knowledge itself, everyone in an organization has a vital role to play in making “care” an integral part of the everyday experience; in supporting, nurturing, and encouraging microcommunities of innovation and fun; and in creating a shared space where knowledge is created, exchanged, and used for sustained, competitive advantage. This book puts practical tools into the hands of managers and executives who are struggling to unleash the power of knowledge in their organization.

Keywords: Siemens; Unilever; Skandia; Sony; knowledge enabling; knowledge creation; managers; executives; knowledge activists; organization

Book.  302 pages.  Illustrated.

Subjects: Knowledge Management

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Table of Contents

From Managing to Enabling Knowledge in Enabling Knowledge Creation

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The Limits of Knowledge Management in Enabling Knowledge Creation

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Care in the Organization in Enabling Knowledge Creation

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Strategy and Knowledge Creation in Enabling Knowledge Creation

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Enabler 1 in Enabling Knowledge Creation

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Enabler 2 in Enabling Knowledge Creation

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Enabler 3 in Enabling Knowledge Creation

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Enabler 4 in Enabling Knowledge Creation

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Enabler 5 in Enabling Knowledge Creation

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Knowledge Enablingin Action in Enabling Knowledge Creation

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