Chapter

Enabler 4

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/9780195126167.003.0008
Enabler 4

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While there are different types of knowledge within an organization — individual, social, and tacit — all of these must nonetheless be stimulated, developed, justified, and effectively disseminated among the organization's members. Although tacit knowledge is perceived to be the fundamental source of innovation, this is often taken too lightly by a firm, and it is difficult to share such knowledge. In order for new knowledge to be fully utilized, it must be articulated and shared. Creating the right context in sharing knowledge entails veering away from traditional organizational structures and coming up with new structures within a company that would cultivate stable relationships among members that would further establish effective collaboration endeavors. This chapter discusses some of the possible alternatives that have already been tested out by various Japanese companies such as Sony, Maekawa, and Toshiba.

Keywords: tacit knowledge; innovation; organizational structures; new structures; stable relationships; collaborations; Sony; Maekawa; Toshiba

Chapter.  11654 words.  Illustrated.

Subjects: Knowledge Management

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