Features
- Cover Type: Hard Cover with 304 pages
- Published by: Oxford University Press, USA June 1, 2000
- Written in: English
- ISBN 10 Number: 0195126165
- ISBN 13 Number: 978-0195126167
-
Book Dimensions:
9.5 x 6.2 x 1.1 inches
- Weighs: 1.3 pounds
Product Review
"Enabling Knowledge Creation is 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
"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
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.
Reader Reviews
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 Knowledge can 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. Pitfall II: KM is devoted to the manufacture of tools. Pitfall III: KM depends on a Knowledge Officer. While the premises of Knowledge Enabling and Creation are: Premise I: Knowledge is justified true belief, individual and social, tacit and explicit. Premise II: Knowledge depends on your perspective. Premise III: Knowledge Creation is a craft , not a science. The authors reiterate that organizational Knowledge Creation involves five main steps : 1. Sharing tacit knowledge 2. Creating concepts 3. Justifying concepts 4. Building a prototype 5. Cross-leveling knowledge. To facilitate this the following 5 enablers need to be in place : 1. instill a knowledge vision 2. manage conversations 3. mobilize knowledge activits 4. Create the right context 5. Globalize local knowledge 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.
Comment | |
(Report this)
Search for books at
