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

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.

In this context Von Krogh, Ichijo, and Nonaka :

* describe and discuss individual and organizational barriers to knowledge creation.

* examine the three pitfalls of a knowledge-management approach in more detailed :

Pitfall-1. Knowledge management relies on easily detectable, quantifiable information.

Pitfall-2. Knowledge management is devoted to the manufacture of tools.

Pitfall-3. Knowledge management depends on a knowledge officer.

* present the three counter premises of knowledge enabling :

Premise-1. Knowledge is justified true belief, individual and social, tacit and explicit.

Premise-2. Knowledge depends on your perspective.

Premise-3. Knowledge creation is a craft, not a science.

* present more general ideas about care in organizations and the role it plays in knowledge creation.

* focus on how a company's strategy can be connected to knowledge enabling.

* discuss how campanies develop their knowledge visions.

* describe the five key "knowledge enablers" more precisely.

As sequel to "The Knowledge-Creating Company / I. Nonaka, H. Takeuchi", I highly recommend this much anticipated study.

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.