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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: 31 July 2021

Enabler 1

Enabler 1

Instill a Knowledge Vision

(p.100) 5 Enabler 1
Enabling Knowledge Creation

Georg Von Krogh

Kazuo Ichijo

Ikujiro Nonaka

Oxford University Press

Because the future is rather difficult to predict, this poses a challenge to managers since they have to determine what their organization should know and be ready for in the future. Like the situation that IBM faced during the 1980s, ignorance about such matters may cause the downfall of a company as they may fail to properly respond to unexpected circumstances. Taking IBM again, the chapter is able to cite a narrative in which this company was able to redeem itself during the 1990s. Many factors, such as the accelerating growth of knowledge, make predicting the evolution of knowledge even more difficult. One of the fundamental conditions for the creation of knowledge is concerned with instilling a knowledge vision, therefore a structured approach that involves such a measure is likely to help managers adjust their beliefs about technological advances, customer needs, competition, and other such relevant factors.

Keywords:   competition, IBM, accelerating growth, knowledge, knowledge vision, structured approach

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