Editorial Review:
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.
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Customer Reviews
Average Customer Rating: 
Documented and thoughtful  2004-04-16
This book made me discover knowledge management. It is very well documented, very thougthful, easy to read... An excellent starting point.
Knowledge Enabling not KM !! 2002-06-18
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.
Highly Recommended! 2001-03-21
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?)
Sustainable advantage through knowledge enabling 2000-06-05
In the many publications on Knowledge Management, the writings by Von Krogh and Nonaka (and, in this case, Ichijo) stand out in a number of aspects: 1) their emphasis of knowledge "management" as an essentially human and social process 2) their emphasis on linking knowledge management with strategic focus and business results 3) the inspiring examples and writing style. This book is a clear showcase of these elements. It provides a profound yet pragmatic guidance on the road to becoming a learning organisation. Where capturing & locating, and transferring & sharing knowledge are essential in achieving competitive advantage through knowledge, the real source of sustainable advantage is, as the authors claim, the continuous creation of new knowledge, as a result of developing a strategic vision and an enabling organisation and culture to realise that (evolving) vision. Being involved in implementing a number of the concepts in our organisation, I am convinced this book provides many ideas and tools that will help today's corporate world in reshaping our business for the knowledge economy. Highly recommended!
Focus on knowledge creation, but what about integration? 2000-05-30
The author's of this book are leading thinkers in the KM field. Perhaps the best way to describe this book is as a sequel to Nonaka's earlier 1995 book. But, we all remember what happened to Scarlett, again a much touted sequel. Although this book was a slight disappointment since Nonaka has set reader's expectations a little too high with his earlier groundbreaking title "The Knowledge Creating ompany" that, for the most part, defined KM as we know it. An academic reader will appreciate they theoretical insights provided and extensive references to supporting literature. But there are some aspects that this book underplays: 1. Knowledge creation is fine, but knowledge integration is perhaps as important---an issue to which the authors pay little attention. 2. Excellent ideas aside, this book underplays the significance of empirical evidence and most cases tend to be descriptive qualitative analyses. 3. The role of technology is highly underplayed. 4. The book has "sufficient" overlap with the authors' research papers in the uropean Management Journal. For academic readers who have read those, this might be a little disappointing. 5. The concept of KM and it's relationship with innovation at architectural and component levels is not described in much detail. On the positive side, you will find that: 1) Lots of issues that were barely touched upon in Nonaka's preceding book are described in further detail. 2) The book is very well written and the tone is accsible to both academic and non-academic readers. 3) the concept of BA is elucidated in further detail Readers who do not follow academic research journals might find that an interesting extension. 4) A link between strategy and KM is well illustrated. For businesses, KM is of little value if there are no results. The authors describe how to look for those results (or in lay terms, ROI). Academic readers will also find Nonaka's recent paper in a recent issue of Organization Science (2000) to be of much interest. Academic readers must also realize that the approach here seems to be "post modern," and indeed quite qualitative in the European research tradition. To sum my opinion, this book is a worthy addition to the bookshelves; but, it is not to be read without reading Nonaka's preceding book "The Knowledge Creating Company." A word of warning is in order: Academic readers will enjoy this title however, managerial readers might find it a little heavy and abstract. Indeed, this book stands out of the crowd with three authors who are well respected in the American research circles---consequently, its high overall quality comes as no surprise. Recommended.
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