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, competitive advantage.
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.

Lawyer, doctor, scientist--these are the jobs Americans commonly cite when asked to list the most prestigious occupations. The word "professional" today implies expertise, authority, and excellence. To do a job professionally is to do it well. Yet in a society in which knowledge has become a prized asset and an advanced degree the ticket to wealth and power, the rise of professionalism has a darker, more ominous side.
Power in the Highest Degree, one of the most comprehensive studies of professionals ever undertaken, exposes professionalism as a double-edged sword; it illustrates how experts have come to "own" and control knowledge, much like the wealthy control capital, thereby transforming capitalist and socialist society, both for better and for worse. Knowledge long predates money as a source of power and wealth in human society, and professionals are only the most recent in a long succession of powerful knowledge classes that have included shaman, witchdoctors, and the Confucian mandarins who ruled China for over a thousand years.
Drawing on interviews with over 1,000 practicing professionals, the authors show how, by dispensing self-interested and morally colored judgements as scientific truth, modern professionals are consolidating a monopoly over what passes for objective knowledge. Experts discredit the ordinary knowledge of the general public to generate a vast market of dependent clients. The result is a powerful professional class that creates vital new knowledge and life-saving services, but also wields growing influence over a population deeply insecure about its ability to manage private and public affairs without "expert" guidance.
This sweeping study also reveals that more and more experts are abandoning private practice to work for corporations, becoming junior partners in a new "Mandarin capitalism." While often outspoken advocates of a more socially responsible business world, professionals have joined big business to produce one of the most pronounced divisions of mental and manual work in history, creating a new dispossessed majority, the uncredentialed. We learn of an experiment at Polaroid to give machine operators more responsibility which is cancelled when managers and engineers decided that they "just didn't want operators that qualified." The authors argue that, as this new "mandarin" class radically transforms the social order, it helps to reform some of the traditional scourges of the business world, but also poses a new threat to equality in America. To reverse this trend, they propose a post-professional society that de-emphasizes skill hierarchies and substantially democratizes knowledge.
A bold and incisive new work of social criticism, this book provides a fascinating look at the modern professional and provokes Americans to think in a new way about democracy in the age of experts.

In a penetrating account of the evolution of British intelligence gathering in India, C. A. Bayly shows how networks of Indian spies were recruited by the British to secure military, political and social information about their subjects. He also examines the social and intellectual origins of these 'native informants', and considers how the colonial authorities interpreted and often misinterpreted the information they supplied. It was such misunderstandings which ultimately contributed to the failure of the British to anticipate the rebellions of 1857. The author argues, however, that even before this, complex systems of debate and communication were challenging the political and intellectual dominance of the European rulers.

In this provocative and broad-ranging work, the authors argue that the ways in which knowledge - scientific, social and cultural - is produced are undergoing fundamental changes at the end of the twentieth century. They claim that these changes mark a distinct shift into a new mode of knowledge production which is replacing or reforming established institutions, disciplines, practices and policies. Identifying features of the new mode of knowledge production - reflexivity, transdisciplinarity, heterogeneity - the authors show how these features connect with the changing role of knowledge in social relations. While the knowledge produced by research and development in science and technology is accorded central concern, the authors also outline the changing dimensions of social scientific and humanities knowledge and the relations between the production of knowledge and its dissemination through education.

Elucidates the difference knowledge makes to our existence as civilized people. Advancing detailed criticism of philosophy's usual approach to knowledge, Knowledge and Civilization offers a new, original way of framing philosophical questions about knowledge. It describes a redirection in the philosophy of knowledge, away from textbook problems of epistemology, toward an ecological philosophy of technology and civilization.

With the advent of the Internet and the limitless information it contains, we're less sure about what we know, who knows what, or even what it means to know at all. And yet, human knowledge has recently grown in previously unimaginable ways and in inconceivable directions. In Too Big to Know, David Weinberger explains that, rather than a systemic collapse, the Internet era represents a fundamental change in the methods we have for understanding the world around us. With examples from history, politics, business, philosophy, and science, Too Big to Know describes how the very foundations of knowledge have been overturned, and what this revolution means for our future.