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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

Care in the Organization

Care in the Organization

Why an Enabling Context Matters

(p.45) 3 Care in the Organization
Enabling Knowledge Creation

Georg Von Krogh

Kazuo Ichijo

Ikujiro Nonaka

Oxford University Press

In order to facilitate the sharing of personal knowledge among individuals within the company, certain issues regarding organizational relationships have to be addressed. Constructive relations would allow individuals to be more open about their ideas and freely discuss various matters. The origin of knowledge creation within an organization, or what some would refer to as microcommunities, is also made possible by such relations to promote formation and self-organization. Another important thing to note is that these types of relationships advocate the careful dissemination of implicit or tacit knowledge. Although the significance of good relationships within a company need not be pointed out, as it already is an apparent concern, managers still have to give emphasis to this issue because barriers are often brought about by “people problems.” This chapter looks into the problem of hypercompetitive environments and how members of the organization should deal with such issues.

Keywords:   personal knowledge, organizational relationships, constructive relations, microcommunities, tacit knowledge, knowledge creation, hypercompetitive environments

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