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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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Enabler 4

Enabler 4

Create the Right Context

Chapter:
(p.176) 8 Enabler 4
Source:
Enabling Knowledge Creation
Author(s):

Georg Von Krogh

Kazuo Ichijo

Ikujiro Nonaka

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195126167.003.0008

While there are different types of knowledge within an organization — individual, social, and tacit — all of these must nonetheless be stimulated, developed, justified, and effectively disseminated among the organization's members. Although tacit knowledge is perceived to be the fundamental source of innovation, this is often taken too lightly by a firm, and it is difficult to share such knowledge. In order for new knowledge to be fully utilized, it must be articulated and shared. Creating the right context in sharing knowledge entails veering away from traditional organizational structures and coming up with new structures within a company that would cultivate stable relationships among members that would further establish effective collaboration endeavors. This chapter discusses some of the possible alternatives that have already been tested out by various Japanese companies such as Sony, Maekawa, and Toshiba.

Keywords:   tacit knowledge, innovation, organizational structures, new structures, stable relationships, collaborations, Sony, Maekawa, Toshiba

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