Upon learning about the release of Nonaka and Ichijo's new book, I couldn't resist delving into its contents. Nonaka, undoubtedly one of the pioneers in knowledge management, co-authored "The Knowledge-Creating Company" with Takeuchi, a renowned work in the field. In the realm of knowledge management, where methodologies continually evolve and technological advancements enable capabilities that were unimaginable a decade ago, the significance of such a book, primarily authore

"Leadership on the Line" is a book by Lynskey and Heifetz, which has garnered considerable acclaim. Early readers, including Eli Horowitz, Chairman of Teva's Board of Directors, President Emeritus of Harvard University, and Lt. Gen. Lipkin Shahak, have offered recommendations that render ours superfluous. You might wonder about the relevance of leadership and knowledge management. Why have we included this book on the knowledge management bookshelf and presented it to you? Th

It would be the epitome of popular science if one encapsulates the greatness of the book "Links," originally titled "Linked," in a single phrase. In a positive sense, this work by a physicist delves into a scientific subject rooted in mathematics and reaches across diverse scientific realms. The author articulates these concepts in clear, fluent language, presenting simple, everyday examples and more intricate ones. The use of language facilitates reader comprehension, making

” Communities of Practice ” explores learning and knowledge from the perspective of a researcher and consultant in learning social systems. Wegner, a globetrotting consultant, imparts lectures and applies his teachings worldwide to the current writing. Wenger is concluding a visit to Moldova and plans to be in Sydney next month. He is truly a peripatetic consultant with a broad perspective. The concept of the "experience community" (the term we will use to describe Communitie

Do you know those things that seem trivial but only become apparent in hindsight? "The Knowing-Doing Gap" is one such book. It delves into a problem closely linked to knowledge management but serves as its complement: How is it that numerous organizations possess all the correct answers yet still commit numerous mistakes, occasionally bordering on nonsense? Why do many managers, having attended advanced management workshops and enlisted consultants who provided sound ideas, p

Leonard and Snap's book, published by Harvard Business School Press in 2005, is a relatively recent publication. The book delves into a critical issue for organizational managers and individuals: how to foster and convey internal organizational wisdom. It explores the progression from cultivating beginners to experienced individuals, experimenters to the understanding, understanding to experts, and experts to those profoundly insightful. This individual possesses vast knowled

I've reviewed numerous books on knowledge management and its fundamentals, and unquestionably, "If Only We Knew What We Know," written by O'Dell and Grayson, the CEO and founder of APQC – an American nonprofit quality organization, stands out as a highly recommended read. This book delves into knowledge management by emphasizing the sharing of existing organizational knowledge, distinguishing itself from other works, such as Nonaka's, which focus on generating new knowledge.

Undoubtedly, "The Knowledge-Creating Company," authored by Nonaka and Takeuchi in 1995, is a seminal work in knowledge management. Delving into Japanese culture, the book elucidates, through a knowledge-centric lens, how Japanese companies excel in innovating and achieving success by fostering a culture of knowledge sharing. Fast forward five years to 2000, and Nonaka, in collaboration with Von-Krogh and Ichijo, authors a sequel titled "Enabling Knowledge Creation." This rela

" Working Knowledge ," authored by the globally renowned leaders in knowledge management, Larry Prusak and Thomas Davenport, was initially published in 1998, followed by a soft edition in 2000 that incorporated an introduction. In a concise statement, it is a classic in knowledge management, representing a pioneering contribution to the field by addressing work methodologies for various stages of the knowledge life cycle. While distinct from a case study, the book offers nume

Prominent figures such as Nonaka, Davenport, Prusak, David, and Snowden are frequently cited in the knowledge management discipline. Collison and Purcell, former colleagues in the knowledge management team at British Petroleum (BP), have authored a book deserving careful examination and reading despite the authors' anonymity. The duo outlines practical methodologies for knowledge management in a well-written and easily understandable book enriched with examples from their exp

As an ordinary individual, I've recently encountered the concept of WEB 2.0 quite frequently. As someone deeply involved in knowledge management for almost a decade, I find this phenomenon particularly intriguing. Has WEB 2.0 cracked the code that we, knowledge managers, tirelessly strive to decipher daily? How is it that there is such vibrant participation from people who willingly share knowledge and contribute their experiences daily? What does Web 2.0 entail, and how does

In November 2005, the father of management theory and one of its luminaries, Peter Drucker, passed away. Renowned for seamlessly blending academic and theoretical knowledge, Drucker held diverse roles as a lecturer, management consultant, "guru," and prolific author. He left behind a legacy of 39 books and hundreds of articles, having lived to 96. Most knowledge managers are familiar with Drucker's groundbreaking work, "Management Challenges in the 21st Century," published in

Learning from experience poses inherent challenges as it necessitates scrutinizing existing beliefs and values, validating them, and rectifying misconceptions. We must introspect and acknowledge the blind spots where we were previously oblivious. Despite expanding experience through this process, individuals often adapt their experiences to align with pre-existing beliefs, hindering genuine learning. Selective hearing, seeing, and feeling, coupled with a tendency to conform t

Writing a research-based book is a time-consuming process that spans several years. The decision to embark on such research is rooted in a phenomenon or hypothesis, necessitating a well-established reality as a starting point. The study involves meticulous planning, execution, collection of complementary research data, structuring, writing, editing, and distribution. In fields like the Internet, the resulting book often ceases to represent the current reality by the time of i

The association that typically comes to mind when studying is linked to the school period, university, or other formal courses and training. Indeed, a significant portion of our early years, starting from age six, is dedicated to such structured environments. However, the learning process persists even beyond high school and university completion. This ongoing learning occurs outside the traditional classroom, primarily through experience. Kolb's book revolves around the conc

Most knowledge management enthusiasts have heard of NONAKA, one of the pioneers and leaders in knowledge management. Less known is his Swedish colleague, GUNNAR HEDLUND. Both of them wrote articles on knowledge management as early as 1987. A joint article they co-authored in 1993 - "Models of KM in the West and Japan" - included the foundational principles upon which NONAKA and Takeuchi wrote their 1995 book " The Knowledge-Creating Company. " The article we are currently dis

In 1995, shortly after Peter Drucker coined the term "knowledge workers," the exploration of knowledge management and development began to unfold, marked by Nonaka and Takeuchi’s masterpiece, "The Knowledge-Creating Company." The authors provide insight into Japanese business culture and present a model that addresses a question that has intrigued many: Why have Japanese companies achieved success? What sets them apart from Western societies, leading to positive bottom-line r

Since the release of Nonke and Takeuchi's seminal work, "The Knowledge-Creating Company," in 1995, numerous individuals have grappled with a shared concern—how to cultivate knowledge within an organization and formulate a successful strategy. In a world centered on knowledge, many concur that it plays a pivotal role in the overall equation. Professor W. Chan Kim and Professor Renee Mauborn's 2004 book, akin to Nonke and Takeuchi's, systematically outlines methods for developi

Knowledge management  does not function in isolation. It is widely acknowledged that there are no one-size-fits-all solutions in this domain, and each solution must be customized to the organization in which it is being implemented. Organizations within the same professional field differ in values, organizational culture, sharing practices, process nature, computing environment, and computing habits. Therefore, despite apparent similarities, the nature and nuances of solution

In 1979, Watzlawick, Weakland, and Fish published their classic book "Change: Principles of Problem Formation and Problem Resolution." Despite its seemingly peculiar title, the book goes beyond a mere name, exploring essential change methods. This article will review the authors' main change methods and analyze how these principles contribute to knowledge management. Watzlawick, Weakland, and Fish are practitioners at the Institute for Mental Health's Rapid Care Center specia