IKUJIRO NONAKA

When The Knowledge-Creating Company (OUP; nearly 40,000 copies sold) appeared, it was hailed as a landmark work in the field of knowledge management. Now, Enabling Knowledge Creation ventures even further into this all-important territory, showing how firms can generate and nurture ideas by using the concepts introduced in the first book. Weaving together lessons from such international leaders as Siemens, Unilever, Skandia, and Sony, along with their own first-hand consulting experiences, the authors introduce knowledge enabling—the overall set of organizational activities that promote knowledge creation—and demonstrate its power to transform an organization's knowledge into value-creating actions. They describe the five key "knowledge enablers" and outline what it takes to instill a knowledge vision, manage conversations, mobilize knowledge activists, create the right context for knowledge creation, and globalize local knowledge. The authors stress that knowledge creation must be more than the exclusive purview of one individual—or designated "knowledge" officer. Indeed, it demands new roles and responsibilities for everyone in the organization—from the elite in the executive suite to the frontline workers on the shop floor. Whether an activist, a caring expert, or a corporate epistemologist who focuses on the theory of knowledge itself, everyone in an organization has a vital role to play in making "care" an integral part of the everyday experience; in supporting, nurturing, and encouraging microcommunities of innovation and fun; and in creating a shared space where knowledge is created, exchanged, and used for sustained, competitiveadvantage. This much-anticipated sequel puts practical tools into the hands of managers and executives who are struggling to unleash the power of knowledge in their organization.

Ikujiro Nonaka and Toshihiro NishiguchiThis book brings together the research of a number of scholars in the field of knowledge creation and imparts a sense of order to the field. The chapters share three characteristics: they are all grounded in extensive qualitative and/or quantitative research; they all go beyond the mere description of the knowledge-creation process and offer both theoretical and strategic implications; they share a view of knowledge creation and knowledge transfer as delicate processes, necessitating particular forms of support from managers.

Si todas las empresas fueran iguales, si todos los directores dirigieran de manera exactamente igual, no habría pasión ni emoción en el mundo de los negocios, que estaría regido únicamente por los insipidos mecanismos de la produccion y el beneficio. A las personas no les apasionan los mecanismos: si las ideas. Y la innovacion tiene que ver con las ideas, con los conocimientos, con la emocion de lo nuevo. La luz y la sombra es una exploracion original e inspirada de la rica y a veces deslumbradora diversidad de las empresas e innovaciones europeas, diversidad que pone en evidencia a esos teoricos para quienes solo hay un camino que lleve al exito. La obra demuestra que son muchas las formas de innovar, aunque ciertamente hay unas reglas fundamentales que deben cumplirse en todo caso.