Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation
Georg von Krogh, Professor of Management and Director at the Institute of Management Georg Von Krogh, Kazuo Ichijo, Ikujiro Nonaka
Oxford University Press, USA, 2000 - 292 Seiten
When The Knowledge-Creating Company ( 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.
Was andere dazu sagen - Rezension schreiben
Es wurden keine Rezensionen gefunden.
1 FROM MANAGING TO ENABLING KNOWLEDGE
Why So Many Barriers Still Exist
Why an Enabling Context Matters
Ensuring Survival in the Present and Advancement in the Future
Instill a Knowledge Vision
Mobilize Knowledge Activists
Create the Right Context
Andere Ausgaben - Alle anzeigen
Adtranz Advanced-I advancement strategies allow areas Asea Brown Boveri Ayura barriers chapter cognitivist company's competitive advantage competitors concept conversations coordination creative cross-leveling customers discussed documents edge Edvinsson electronics employees enabling context Enabling Knowledge Creation engineers example executives experience expertise explicit knowledge firm focus future Gemini Consulting globalizing local knowledge ideas independent corporations Indian Railways individual industry innovation interactions involved justified Keiretsu knowl knowledge activism knowledge activists knowledge creation knowledge enabling knowledge management knowledge re-creation knowledge sharing knowledge vision knowledge-creating company knowledge-creation initiatives knowledge-creation process language Maekawa manufacturing ment microcommunities Narvesen Nonaka organization organizational members participants Phonak prototype relationships responsibility role sharing tacit knowledge Shiseido Siemens Six Sigma Skandia skills Sony Sony's specific stories structure suppliers sustainable competitive advantage task tion top management Toshiba understanding Unilever Volkmann