Chapter

Knowledge Enablingin Action

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/9780195126167.003.0010
Knowledge Enablingin Action

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Although it is a known fact that companies incorporate particular kinds of knowledge in their business processes, the business of management consulting firms concentrates mainly on the creation of knowledge, as consultants have to refer to individual, social, explicit, and tacit knowledge in order to cater to the needs of their clients. Such firms make use of all the enablers cited in the previous chapters of this book, as they provide knowledge about specific topics, and knowledge enabling becomes the core of this industry. While these firms are differentiated from their competitors in terms of the value-added advice on operations, strategy, and information technology, the focus of this chapter dwells on demonstrating how a particular firm's — Gemini Consulting — operations overlap, the kinds of barriers they may encounter, and the corporate culture that best allows the cultivation of knowledge and the company's operations.

Keywords: knowledge; management consulting firms; tacit knowledge; individual knowledge; explicit knowledge; information technology; value-added advice; corporate culture; Gemini Consulting

Chapter.  7192 words.  Illustrated.

Subjects: Knowledge Management

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