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Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation (Englisch) Gebundene Ausgabe – 18. Mai 2000

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  • Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation
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  • Working Knowledge: How Organizations Manage What They Know
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  • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
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"Did I say I liked this book? My copy is already marked up, dog-eared, and tabbed with sticky notes. It resonates in a way few of the books in our evolving literature do, and at a time that KM practitioners are getting uneasy with the mechanistic approaches of information and organisational technology change agents. As I prepare for a new challenge in a new company, I am charged with some new language, fresh insights, and some new possibilities for opening up conversations and managing context. It's a good time for us all to have this book." Patti Anklam (director of knowledge management at Nortel Networks Global Professional Services. Patti was formerly with Compaq Professional Services), Knowledge Management, 9 June 2000 ... not only carefully written and an interesting read, but it is also very practical and action oriented. The book is full of extremely useful frameworks and suggestions as well as case studies of successful companies in Japan, Europe, and the United States. It will clearly become a standard handbook in the knowledge management field. Michael A. Cusumano, Sloan Management Review Distinguished Professor, MIT Sloan School of Management and co-author of Microsoft Secrets and Competing On Internet Time Von Krogh, Ichijo and Nonaka write from the deep and accurate conviction that the most important but hardest part of enabling knowing is nurturing the tacit dimensions of knowledge. Dorothy A. Leonard, William J. Abernathy Professor of Business Administration, Harvard Business School Recommended in Manageris, April 2000


When "The Knowledge-Creating Company" (OUP; nearly 40,000 copies sold) appeared, it was hailed as a landmark work in the field of knowledge management. Now, "Enabling Knowledge Creation" ventures even further into this all-important territory, showing how firms can generate and nurture ideas by using the concepts introduced in the first book. 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 much-anticipated sequel puts practical tools into the hands of managers and executives who are struggling to unleash the power of knowledge in their organization.

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Format: Gebundene Ausgabe
The author's of this book are leading thinkers in the KM field. Perhaps the best way to describe this book is as a sequel to Nonaka's earlier 1995 book. But, we all remember what happened to Scarlett, again a much touted sequel. Although this book was a slight disappointment since Nonaka has set reader's expectations a little too high with his earlier groundbreaking title "The Knowledge Creating ompany" that, for the most part, defined KM as we know it. An academic reader will appreciate they theoretical insights provided and extensive references to supporting literature. But there are some aspects that this book underplays: 1. Knowledge creation is fine, but knowledge integration is perhaps as important---an issue to which the authors pay little attention. 2. Excellent ideas aside, this book underplays the significance of empirical evidence and most cases tend to be descriptive qualitative analyses. 3. The role of technology is highly underplayed. 4. The book has "sufficient" overlap with the authors' research papers in the uropean Management Journal. For academic readers who have read those, this might be a little disappointing. 5. The concept of KM and it's relationship with innovation at architectural and component levels is not described in much detail.
On the positive side, you will find that: 1) Lots of issues that were barely touched upon in Nonaka's preceding book are described in further detail. 2) The book is very well written and the tone is accsible to both academic and non-academic readers. 3) the concept of BA is elucidated in further detail Readers who do not follow academic research journals might find that an interesting extension. 4) A link between strategy and KM is well illustrated.
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Format: Gebundene Ausgabe
In the many publications on Knowledge Management, the writings by Von Krogh and Nonaka (and, in this case, Ichijo) stand out in a number of aspects: 1) their emphasis of knowledge "management" as an essentially human and social process 2) their emphasis on linking knowledge management with strategic focus and business results 3) the inspiring examples and writing style.
This book is a clear showcase of these elements. It provides a profound yet pragmatic guidance on the road to becoming a learning organisation. Where capturing & locating, and transferring & sharing knowledge are essential in achieving competitive advantage through knowledge, the real source of sustainable advantage is, as the authors claim, the continuous creation of new knowledge, as a result of developing a strategic vision and an enabling organisation and culture to realise that (evolving) vision.
Being involved in implementing a number of the concepts in our organisation, I am convinced this book provides many ideas and tools that will help today's corporate world in reshaping our business for the knowledge economy.
Highly recommended!
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Format: Gebundene Ausgabe
"This is a book about knowledge enabling." Georg Von Krogh, Kazou Ichijo, and Ikujiro Nonaka write, "It is our strong conviction that knowledge cannot be managed, only enabled...From our perspective, managers need to support knowledge creation rather than control it...This book provides new concepts about how knowledge in organizations can be created and used for competitive advantage by describing knowledge-enabling conditions...In Enabling Knowledge Creation, we move beyond the current limitations of knowledge-management theory to discuss practical approaches to the amorphous, constantly evolving, human realm of knowledge. We identify five knowledge enablers- (1)instill a knowledge vision, (2)manage conversations, (3)mobilize knowledge activists, (4)create the right context, and (5)globalize local knowledge- weaving in detailed stories from Siemens, Skandia, Shiseido, Sony, Phonak, Adtranz, General Electric, and other companies (such as 3M, Nokia, Intel, IBM, Hewlett Packard, Lotus, PricewaterhouseCoopers, Hoffmann-La Roche, and Glaxo Wellcome)."
In this context Von Krogh, Ichijo, and Nonaka :
* describe and discuss individual and organizational barriers to knowledge creation.
* examine the three pitfalls of a knowledge-management approach in more detailed :
Pitfall-1. Knowledge management relies on easily detectable, quantifiable information.
Pitfall-2. Knowledge management is devoted to the manufacture of tools.
Pitfall-3. Knowledge management depends on a knowledge officer.
* present the three counter premises of knowledge enabling :
Premise-1. Knowledge is justified true belief, individual and social, tacit and explicit.
Premise-2. Knowledge depends on your perspective.
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