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Enabling Knowledge Creation : How to Unlock the Mystery of  Tacit Knowledge and Release the Power of Innovation

Georg von Krogh, Kazuo Ichijo, Ikujiro Nonaka

Published in print: 2000 Published Online:October 2011ISBN: 9780195126167 eISBN: 9780199848720Item type: book

Publisher: Oxford University PressDOI: 10.1093/acprof:oso/9780195126167.001.0001

 This book shows how firms can generate and nurture ideas. Weavingtogether lessons from such international leaders as Siemens, Unilever,Skandia, and Sony, along with their own first-hand consultingexperiences, the authors introduce knowledge enabling — the overallset of organizational activities that promote knowledge creation —and demonstrate its power to transform an organization's knowledgeinto value-creating actions. They describe the five key “knowledgeenablers” and outline what it takes to instill a knowledge vision, manageconversations, mobilize knowledge activists, create the right context forknowledge 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 demandsnew roles and responsibilities for everyone in the organization — fromthe elite in the executive suite to the frontline workers on the shop floor.Whether an activist, a caring expert, or a corporate epistemologist whofocuses on the theory of knowledge itself, everyone in an organizationhas a vital role to play in making “care” an integral part of the everydayexperience; in supporting, nurturing, and encouraging microcommunitiesof innovation and fun; and in creating a shared space where knowledge iscreated, exchanged, and used for sustained, competitive advantage. This

book puts practical tools into the hands of managers and executives whoare struggling to unleash the power of knowledge in their organization.

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Enabler 3 : Mobilize Knowledge Activists

Georg Von Krogh, Kazuo Ichijo, Ikujiro Nonaka

in Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge

and Release the Power of Innovation

Published in print: 2000 Published Online:October 2011ISBN: 9780195126167 eISBN: 9780199848720Item type: chapter

Publisher: Oxford University PressDOI: 10.1093/acprof:oso/9780195126167.003.0007

At certain times, members of an organization may feel discouraged frompursuing their ideas since they may have heard that an idea similar totheirs has failed in an earlier endeavor, and may think that working onits improvement will only result in a waste of time and effort. Whetherthis role be played by a manager or by fellow members of the company,situations like these call for a knowledge activist to encourage and

rejuvenate the team's commitment and energy in order to continue theprocess of knowledge creation. Mobilizing knowledge activists should beimportant for a company as they play no small part in the following stepsof knowledge creation: 1) the formation of knowledge microcommunities;2) concept generation and justification; 3) prototype building; and 4)cross-levelling of knowledge.