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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

Enabler 3

Enabler 3

Mobilize Knowledge Activists

(p.147) 7 Enabler 3
Enabling Knowledge Creation

Georg Von Krogh

Kazuo Ichijo

Ikujiro Nonaka

Oxford University Press

At certain times, members of an organization may feel discouraged from pursuing their ideas since they may have heard that an idea similar to theirs has failed in an earlier endeavor, and may think that working on its improvement will only result in a waste of time and effort. Whether this role be played by a manager or by fellow members of the company, situations like these call for a knowledge activist to encourage and rejuvenate the team's commitment and energy in order to continue the process of knowledge creation. Mobilizing knowledge activists should be important for a company as they play no small part in the following steps of knowledge creation: 1) the formation of knowledge microcommunities; 2) concept generation and justification; 3) prototype building; and 4) cross-levelling of knowledge.

Keywords:   knowledge activists, encouragement, commitment, knowledge creation, microcommunities, concept generation, prototype building

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