Chapter

From Managing to Enabling Knowledge

Georg Von Krogh, Kazuo Ichijo and Ikujiro Nonaka

in Enabling Knowledge Creation

Published in print January 2000 | ISBN: 9780195126167
Published online October 2011 | e-ISBN: 9780199848720 | DOI: http://dx.doi.org/10.1093/acprof:oso/9780195126167.003.0001
From Managing to Enabling Knowledge

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Since the early 1990s, business researchers, consultants, and other experts have asserted that companies all over the world should be considering knowledge creation for the following reasons: 1) to improve their competitive advantage over other companies; 2) to give more focus on the needs of knowledge workers such as medical doctors, engineers, scientists, and other such professions that require creative thinking; and 3) to establish a learning environment that would suit today's information economy. Pioneering companies like Siemens, Chevron, and Nokia, among others, can attest to former U.S. labor secretary Robert Reich's statement about how important learning and knowledge is nowadays to both individual workers and the top management. The concept of knowledge management can indeed be perceived as limited as most of its aspects are difficult to measure. We must therefore look into how and why managers should support knowledge creation as such a process may not be controllable.

Keywords: knowledge creation; competitive advantage; knowledge workers; learning environment; knowledge management; managers

Chapter.  6291 words. 

Subjects: Knowledge Management

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