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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: 23 October 2021

The Limits of Knowledge Management

The Limits of Knowledge Management

Why So Many Barriers Still Exist

(p.18) 2 The Limits of Knowledge Management
Enabling Knowledge Creation

Georg Von Krogh

Kazuo Ichijo

Ikujiro Nonaka

Oxford University Press

Although some companies would indeed assert that knowledge creation is an essential in their processes, especially companies focused on innovation and high-technology firms, experiencing conflicts and tensions within the company is unavoidable, as supporting and sustaining such knowledge creation is, without a doubt, an arduous task. Because traditional management techniques may no longer be appropriate in dealing with the process of knowledge creation, organizations and their members are bound to encounter several different barriers to sharing knowledge. Regardless of the managerial style imposed within a company, barriers to knowledge will still occur as the processes involved will concern various degrees of intellectual capabilities and human relationships. This chapter sheds light on such barriers, which can be classified into two interrelated categories — individual and organizational.

Keywords:   knowledge creation, management techniques, managerial style, intellectual capabilities, human relationships, individual barriers, organizational barriers

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