Guidelines For Tacit Knowledge Acquisition

Knowledge plays a key role in the information revolution. Major challenges are to select the``right'' information from numerous sources and transform it into useful knowledge. Tacit knowledge based on common sense, and explicit knowledge based on academic accomplishment are both underutilized. Ways knowledgeenabled organizations acquire, measure, teach, share and apply knowledge are discussed and illustrated. Methods to balance the use tacit and explicit knowledge at work and practical, proven ways to improve the understanding and use of knowledge are presented. Organizations must begin to create worker-centered environments to encourage the open sharing and use of all forms of knowledge.

Annals of Library and Information Studies, 2002

Projects the concept of '~acit Knowledge' [TK]. Further discusses the types of tacit knowledge that exists in any organization and also outlines some of the steps that can be taken to manage this resource. Also discusses some of the expert systems like Kno wledgeMai1 and Group ware used for the management of this form of knowledge.

Knowledge management (KM) is the process of capturing, developing, sharing, and effectively using organizational knowledge. As it’s rightly pointed out it refers to a multi-disciplined approach by making the best use of knowledge to achieve organizational objectives. The immediate issue to be addressed is to capture and share tacit knowledge that is in invisible form in culture. Currently, the various changes taking place in the workforce have posed challenges to organizations with regard to continuous learning and to the updating of employees' competencies. Further, the overall managing of one's own job requires competencies that are tacit in nature, such as appropriate ways of managing social interaction and communication as well as knowledge related to work processes; these tacit competencies are only to be learned in an environment that encourages social exchanges. This paper focusses on how tacit knowledge is captured and shared and in turn its impact on organizational competencies. It also suggests model framework of organizational culture’s impact on improving the competencies of organization through tacit knowledge.

2013

Group or year of entry 2009 Title of report Sharing Tacit Knowledge in an Organization Number of pages and appendices 34 + 10 Teacher Mark Badham Living in the information society, where information is constantly created, transferred, managed and used, leads to the phenomenon of a knowledge economy. In an economy as such, capital is defined by intellectual capabilities; therefore, knowledge is the most valuable asset of an organization. For this reason, communicating and organizing knowledge is essential. Two types of knowledge can be distinguished; explicit and tacit knowledge. The first one is based on academic information, which can be learned formally, such as the information in encyclopedias. As for the tacit knowledge, it can be gained mostly from experiences, from other people, as for instance, riding a bike or speaking a language. Tacit knowledge is currently in the spotlight of knowledge communication development. It is not easy to convey this kind of knowledge. The only way this can happen if people work together in a harmonized environment, being ready to share their knowledge. In order to help facilitate the transfer of tacit knowledge, a lot of research is being conducted on how such tacit knowledge can be converted to explicit knowledge. This study researches the sharing of tacit knowledge in the target organization, which employees numerous short-term interns. Considering that this organization's services depend on knowledge-intensive activities, knowledge is the organization's most valuable asset. Therefore, knowledge transfer is one of their core issues. Furthermore, the general sharing of knowledge and the current stage of knowledge management have both been analyzed, in order to support the questions of this study. The study's main research question is as follows: How is tacit knowledge shared in project-based working processes within the organization? The research method is both qualitative and qualitative. Interviews and questionnaires support the assessment of the current stage of sharing tacit knowledge, knowledge in general and knowledge management within the target organization.

1999

Philippe Baumard has observed that strategic success seems to lie more in top managers' ability to use tacit knowledge than in their gaining or updating explicit knowledge'-William H Starbuck, New York UniversityThis important new book effectively illustrates how, in conditions of ambiguity, managersover-manage', ie rely too much on explicit plans and interpretations.

International journal of innovative technology and exploring engineering, 2019

Tacit knowledge is undocumented knowledge, gained by an individual by virtue of his/her experience on an activity. It rests with the individual, is hard to discover, express and articulate. It is a valuable body of knowledge, hence is essential to solicit, gather and explicate, so as to facilitate its percolation to the younger generation. In this paper, characteristics of tacit knowledge, the issues and mechanisms of explicating have been presented. Seismic data interpretation, as a tacit knowledge domain has been identified, issues faced in its explication and process followed in development of explicit knowledge capsule is detailed. In order to infer the tacit knowledge sharing behavior of an individual a large approximate 5000 survey responses from participant base of individuals from IT firms, Educational Institutions, Government Organizations, Research Organization and Students Community were obtained. The validity and reliability of the measure were verified. Exploratory factor analysis and confirmatory factor analysis was conducted on received valid responses. Based on the analysis, the concrete inference was deliberated.

The use of computers has over the last two decades led to the dominance of a database-centred view of organisational information resources. It is this school of thought that has become the focal point of many conceptualisations of knowledge management (KM). Many proponents of this school of thought propagate the development and implementation of KM databases. But knowledge is more organic than mechanical. Therefore, substituting database structures for the people who actually creates organisational knowledge will ultimately remove the intrinsic meaning of knowledge. This paper, based on an ongoing doctoral work, takes a dichotomous view of knowledge as either explicit or tacit and argues that the management of tacit knowledge, so far neglected in the literature on KM, is very important in conferring competitive advantages on organisations. Using empirical results from the research, it reveals the advantages of managing tacit knowledge. These benefits range from better customer service to prevention of project period escalation and improved workmanship. This paper concludes that behavioural approach to KM ensures that employees, who are the source of organisational knowledge, are well motivated to 'go the extra mile' in pursuit of organisational goals.

In today's global economy, it is crucial for all the organizations to manage tacit knowledge. Nevertheless, quite a number of organizations are unable to cope up with the process of tacit knowledge management. As a result of investigating the level of tacitness of knowledge, this paper has proposed a framework based on media richness theory. This framework facilitates the effective transferring of tacit knowledge in order to utilize it. We have also discussed the suitability of different kinds of tacit knowledge transfer mechanisms and the communication media types, in terms of different degrees of tacitness. The proposed framework aims to help organizations to develop most appropriate tacit knowledge transfer mechanisms for the purpose of accomplishing tacit knowledge transfer and utilization.

Global Approaches and Advancements

This chapter explores the concept of 'tacit knowledge' and how organizations can foster the sharing and exchange of tacit knowledge. Various views of tacit knowledge are discussed and a framework is developed distinguishing different conceptualizations of knowledge and how different types of knowledge are acquired, held in memory, and manifested. An understanding of these distinctions can aid in determining the best approach for transferring tacit knowledge and skills at the individual and organizational levels. Finally, I review various tacit knowledge transfer approaches based on the distinctions identified in the framework and discuss their suitability for different aspects of tacit knowledge transfer.

Knowledge manipulation is key for organizational innovation, to gain competitive advantage, enhancing the search for a caring and sharing environment between co-workers. How to foster such attitude? Many researchers have argued about the importance of tacit knowledge, highlighting how difficult - if not impossible - is to share that kind of knowledge. Giving a new definition of knowledge, the Author here presents a model of knowledge manipulation that highlights the fundamental role of education, both as knowledge enabler and recipient for a long-term change into the organization. Using education as common ground to instil a (tacit) knowledge sharing attitude, the Author argues on the importance of problem-based (PBL) training, to prepare lifelong learners to become better workers and to manipulate (tacit) knowledge.