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"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
"Enabling Knowledge Creation is a key volume in the new second generation knowledge research texts, well written and researched by three outstanding scholars. It should be studied and absorbed by anyone working with knowledge and knowledge contexts."--Larry Prusak, Executive Director, IBM Institute for Knowledge Management
"Knowledge creation requires an organized effort, says this international author team. They offer a detailed program along with five enablers: a knowledge vision, managed conversations, a team of knowledge activists, a contextual framework, and a distribution process."--Business Reader Review
Product Description
Since the early 1990s, knowledge management has become a hot issue. Read the first page
Concordance
Front Cover | Copyright | Table of Contents | Excerpt | Index
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Most helpful customer reviews
4.0 out of 5 stars
Documented and thoughtful,
By
This review is from: Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation (Hardcover)
This book made me discover knowledge management. It is very well documented, very thougthful, easy to read... An excellent starting point.
5.0 out of 5 stars
Knowledge Enabling not KM !!,
By
This review is from: Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation (Hardcover)
I had a pleasant surprise when a friend of mine decided to gift me "Enabling Knowledge Creation" by Georg Von Krogh, Kazuo Ichijo and Ikujiro Nonaka. It forms a sequel to "the Knowledge Creating Company" co-authored by Nonaka and Takeuchi published in 1995 . The first book was a seminal work which has profoundly influenced my views on Knowledge Creation (Nonaka refuses to entertain the concept of KM , resolutely denying that Knowledgecan ever be managed!) along with writers like Tom Davenport and Larry Prusak. However, the first book was open to a lot of criticism saying that it was just too "theoretic", "vague" and "generalised" ...Nonaka et al try and get more hands on, and tool bookish with this book. However, this book is likely to disturb people who have read and formed ideas about KM by reading works of the American thought leaders. In the start of the book the authors try and make the difference explicit. In a passage titled "what's wrong with knowledge management?" they spell it out : Pitfall I: KM relies on easily detectable, quantifiable information. While the premises of Knowledge Enabling and Creation are: Premise I: Knowledge is justified true belief, individual and social, tacit and explicit. The authors reiterate that organizational Knowledge Creation involves five main steps : 1. Sharing tacit knowledge To facilitate this the following 5 enablers need to be in place : 1. instill a knowledge vision The book is rich in case studies which show how different companies that follow these concepts are growing in leaps and bounds and innovating over others who remain stuck in the KM paradigm. The authors note that in the Knowledge journey companies can be mapped in 3 phases, which might or might not be sequential. 1. The Risk Minimisers , whose focus is capturing and locating knowledge. The tools they use are data warehousing, datamining, Yellow pages, IC-Navigator, Balanced Scorecard, Knowledge Audits, IC-Index, Business Information Systems, Rule-based systems [these firms still view knowledge as a resource that needs to be collected and managed] 2. The Efficiency Seekers, who focus on transferring and sharing knowledge. The tools they use are internets, intranets, Lotus Notes/Groupware, Networked organization, knowledge workshops, knowledge workbench, Best Practice Transfer, Benchmarking, Knowledge-gap analysis, Knowledge sharing culture, Technology transfer units, Knowledge transfer units, Systems Thinking 3. The Innovators who enable Knowledge creation are typically those who embrace a knowledge vision, managing conversations, creating the right context, mobilize knowledge activists, globalize local knowledge, professional innovation networks, new organizational forms, New HRM-systems, new corporate values, project management systems, corporate universities, communities and storyboards.
5.0 out of 5 stars
Highly Recommended!,
By
This review is from: Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation (Hardcover)
Dust off those liberal arts degrees before opening this challenging treatise on knowledge management, written by a trio of academics who call themselves "constructionists," quote Sartre and speak passionately of "post-modernism." Their work explains how to gain initiative and constructive input from workers by modifying traditional command structures - a grounded approach that is much more realistic than the revolutionary conversions called for by other experts. Managers who balk at the thought of granting autonomy or increased access to their employees may well be converted away from their hierarchical dogma here. We at getAbstract particularly recommend the lively knowledge-creation case histories and the wonderful section explaining how companies can create valid, imaginative futures. (What if IBM had imagined a world in which software was more important than mainframes?)
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