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Enabling Knowledge CreationHow to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation$
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Georg von Krogh, Kazuo Ichijo, and Ikujiro Nonaka

Print publication date: 2000

Print ISBN-13: 9780195126167

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780195126167.001.0001

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From Managing to Enabling Knowledge

From Managing to Enabling Knowledge

Chapter:
(p.3) 1 From Managing to Enabling Knowledge
Source:
Enabling Knowledge Creation
Author(s):

Georg Von Krogh

Kazuo Ichijo

Ikujiro Nonaka

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195126167.003.0001

Since the early 1990s, business researchers, consultants, and other experts have asserted that companies all over the world should be considering knowledge creation for the following reasons: 1) to improve their competitive advantage over other companies; 2) to give more focus on the needs of knowledge workers such as medical doctors, engineers, scientists, and other such professions that require creative thinking; and 3) to establish a learning environment that would suit today's information economy. Pioneering companies like Siemens, Chevron, and Nokia, among others, can attest to former U.S. labor secretary Robert Reich's statement about how important learning and knowledge is nowadays to both individual workers and the top management. The concept of knowledge management can indeed be perceived as limited as most of its aspects are difficult to measure. We must therefore look into how and why managers should support knowledge creation as such a process may not be controllable.

Keywords:   knowledge creation, competitive advantage, knowledge workers, learning environment, knowledge management, managers

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