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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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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 27 October 2021

Knowledge Enablingin Action

Knowledge Enablingin Action

Dismantling Barriers at Gemini Consulting

(p.240) 10 Knowledge Enablingin Action
Enabling Knowledge Creation

Georg Von Krogh

Kazuo Ichijo

Ikujiro Nonaka

Oxford University Press

Although it is a known fact that companies incorporate particular kinds of knowledge in their business processes, the business of management consulting firms concentrates mainly on the creation of knowledge, as consultants have to refer to individual, social, explicit, and tacit knowledge in order to cater to the needs of their clients. Such firms make use of all the enablers cited in the previous chapters of this book, as they provide knowledge about specific topics, and knowledge enabling becomes the core of this industry. While these firms are differentiated from their competitors in terms of the value-added advice on operations, strategy, and information technology, the focus of this chapter dwells on demonstrating how a particular firm's — Gemini Consulting — operations overlap, the kinds of barriers they may encounter, and the corporate culture that best allows the cultivation of knowledge and the company's operations.

Keywords:   knowledge, management consulting firms, tacit knowledge, individual knowledge, explicit knowledge, information technology, value-added advice, corporate culture, Gemini Consulting

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