Books by Georg von Krogh, Guide to Good Practice in KM, Intangible Value
1. Putting Knowledge Networks into Action: Methodology, Development, Maintenance by Georg von Krogh, Andreas Seufert, Andrea Back, and Ellen Enkel-Chouikh (2005)
The concepts and theories of knowledge management and networks are well documented. Yet there are few, if any, guidelines on how to implement knowledge management within an organization, especially focusing on how to manage knowledge in a network environment. Putting Knowledge Networks into Action visualizes paths that allow one to make connections between theories, concepts and concrete actions. It shows how to integrate these different roots into a holistic view on managing knowledge in networks. It develops a methodology that will help the reader move towards building and maintaining knowledge networks in his or her organization.
Table of Contents
- Management summary
- At a glance — competing through knowledge networks
- About this handbook
- Building blocks
- Storyboard — setting up knowledge networks
- Summary and action plan
2. Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation by Georg von Krogh, Kazuo Ichijo, and Ikujiro Nonaka (2000)
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, competitive advantage.
Table of Contents
- From Managing to Enabling Knowledge
- The Limits of Knowledge Management: Why So Many Barriers Still Exist
- Care in the Organization: Why an Enabling Context Matters
- Strategy and Knowledge Creation: Ensuring Survival in the Present and Advancement in the Future
- Enabler 1: Instill a Knowledge Vision
- Enabler 2: Manage Conversations
- Enabler 3: Mobilize Knowledge Activists
- Enabler 4: Create the Right Context
- Enabler 5: Globalize Local Knowledge
- Knowledge Enabling in Action: Dismantling Barriers at Gemini Consulting
- Epilogue: The Knowledge-Enabling Journey
3. Organizational Epistemology by Georg von Krogh and Johan Roos (1995)
This book presents a new view of organizations which has important implications for the theory, methods and practice of management. For several years the boundaries of political science, sociology and other fields in the social sciences have been significantly rethought with the help of autopoiesis theory. The authors examine how this theory can be applied in the organization and management field, by an increased focus on knowledge and the processes of knowledge development and guidance. Intended as a standard reference for all those involved in the study of advanced organizations.
Table of Contents
- Foreword By Kenneth R. Slocum
- Devising a Concept of Organizational Knowledge
- Conventional Organizational Epistemologies
- Autopoietic Systems
- Organizational Knowledge, Individualized (and Socialized)
- Unbracketing (Socialized Organizational Knowledge) by a Theory of Scaling
- Organizational Knowledge and Languaging
- Languaging and Beyond
- Impediments to Organizational Knowledge
- Opening Up
- The New Epistemology in Use: The SENCORP Management Model
- Postscript: A Final Self-Reference
4. Knowing in Firms: Understanding, Managing and Measuring Knowledge by Georg von Krogh and Johan Roos
5. Managing Knowledge: Perspectives on Cooperation and Competition by Georg von Krogh and Johan Roos
6. Knowledge Networks for Business Growth by Georg von Krogh and Andrea Back
7. Getting Real About Knowledge Networks: Unlocking Corporate Knowledge Assets by Georg von Krogh and Andrea Back
8. Living Knowledge: The Dynamics of Professional Service Work by Georg von Krogh and R. Klev
- Part 1: Knowledge Management Framework
- Part 2: Organizational Culture
- Part 3: SME Implementation
- Part 4: Guidelines for Measuring KM
- Part 5: KM Terminology
Q: How can I become a well-dressed knowledge manager?
A: You can order shirts and caps so that everyone will know that you are a knowledge manager.
Q: Should we attempt to put a monetary value on intangibles?
I absolutely do NOT think we should attempt to put a monetary value on intangibles. In my view it is completely the wrong question because if you can put a monetary value on it — it is not an intangible is it? We MUST move beyond thinking of success only in financial terms or we will never break out of the old economic thinking. Value network principles are not based on scarcity but on abundance — the abundance of non-material or intangible assets that have truly been the foundation for the success of human society since long before monetary systems were invented.
We must learn to work with intangibles AS intangibles and stop trying to squeeze them into our old economic frames which were based on a scarcity model around resources that get used up. Intangibles are relatively easy to generate without capital or physical assets and especially with intangibles such as knowledge there is a multiplier effect in that the resource itself multiplies when it is shared or used. This is completely at odds with the scarcity assumptions that underlie current economic thinking.