scholarly journals Collaborative Technologies for Knowledge Management: Making the Tacit Explicit?

10.28945/2567 ◽  
2002 ◽  
Author(s):  
Vicki Romaldi
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Critical Component ◽  
Collaborative Technologies ◽  
Organisational Knowledge ◽  
Tacit And Explicit Knowledge ◽  
Knowledge Management Initiatives

The theory of organisational knowledge creation indicates the distinction between tacit and explicit knowledge is extremely important in corporate knowledge management efforts. Additionally, in this context, the sharing of tacit knowledge is considered to be a critical component of successful knowledge management initiatives. This paper explores the value of using collaborative technologies as enablers of knowledge management. It primarily focuses on the conversion of tacit knowledge to explicit knowledge through the use of technologies with hyperlinking and hypermedia capabilities. Organisational issues surrounding the capture of tacit knowledge are also introduced by discussing the essential ingredients of successful knowledge management programs.

scholarly journals Investigating the appropriateness of the theory of organisational knowledge creation as a management model for practice-led research

Literator ◽  
2012 ◽  
Vol 33 (1) ◽  
Author(s):  
Ian R. Marley
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Theory And Practice ◽  
Research Projects ◽  
Holistic View ◽  
North West ◽  
The North ◽  
Organisational Knowledge ◽  
Tacit And Explicit Knowledge

This article explores ways in which current practice of conducting multipractitioner practiceled research projects in the creative disciplines (Graphic Design, History of Art and Creative Writing) at the North-West University, Potchefstroom Campus, may benefit from the application of a specific managerial theory which focuses on knowledge creation. To this end, the concepts propounded in the theory of organisational knowledge creation, as conceptualised by Nonaka and colleagues, are investigated and a number of compatible and complementary aspects shared by this theory and practice-led research are highlighted. Guiding this article was the argument that the conceptualisation of knowledge as a subjective and socially constructed phenomenon is central to both this theory and research mode. Furthermore, I argue that an integration of tacit and explicit knowledge provides for a holistic view of knowledge that would not be possible if one were to view knowledge in reductively scientific terms. Consequently, the transdisciplinary practice-based research project, Transgressions and boundaries of the page is analysed in terms of the socialisation, externalisation, combination and internalisation(SECI) knowledge conversion modes, which are the driving force, facilitating the move from tacit to explicit knowledge by means of social interaction. The aim of the Transgressions and boundaries of the page project was to create an exhibition of artists’ books, which would form the beginning of a knowledge creation cycle. Forty artists were invited to create artists’ books for exhibitions held in Stellenbosch, Potchefstroom and Johannesburg in 2010. Those artists involved were selected from various fields of arts as well as related fields. It is concluded that the utilisation of knowledge management in multipractitioner practice-led research projects such as this one, within the creative disciplines at the North-West University, Potchefstroom Campus, will facilitate a better understanding of knowledge management and will yield more effective knowledge creation in that both tacit and explicit knowledge is utilised optimally.

Knowledge Management Systems in Sports: The Role of Organisational Structure, Tacit and Explicit Knowledge

2016 ◽  
Vol 15 (02) ◽  
pp. 1650023 ◽  
Author(s):  
Niclas Erhardt ◽  
Carlos Martin-Rios
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Organisational Learning ◽  
Ice Hockey ◽  
American Football ◽  
Sports Teams ◽  
Routine Work ◽  
Organisational Structures

This paper aims to identify two different knowledge management (KM) systems and their underlying capabilities by accounting for two contextual factors: organisational structures and type of knowledge. Specifically, it seeks to explore how two different organisational structures (mechanistic and organic) shape the way explicit and tacit knowledge is shared, created, and learned. The paper uses a case-based approach of two sports teams as archetypal contexts to inform management research. Findings suggest that a mechanistic structure (American football) emphasises explicit knowledge for sharing of specific directives, centralised, incremental knowledge creation, and organisational learning through memorisation and repetitious actions. In an organic structure (ice hockey), sharing of tacit knowledge, decentralised novel knowledge creation, and organisational learning through empowered experiential learning episodes are emphasised. Findings illustrate the importance of accounting for organisational structures and knowledge needed for different KM systems geared towards efficiency and routine work, and flexibility and non-routine work.

scholarly journals Preliminary assessment of knowledge management in education. Study of knowledge creation

2016 ◽  
Vol 6 (2) ◽  
pp. 55
Author(s):  
David Israel Contreras-Medina ◽  
Patricia Del Carmen Mendoza-García ◽  
Nelida Carmona-García ◽  
María Guadalupe Uribe-Plaza
Keyword(s):  
Knowledge Management ◽  
Young People ◽  
Tacit Knowledge ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Educational Institution ◽  
The State ◽  
Preliminary Assessment ◽  
Education Study ◽  
Ontological Dimension

The purpose of this study was to analyze, the development of the society through an educational Institution in Mexico considering Nonaka’s Knowledge Creation in ontological dimension on developing ideas phase to get an explicit knowledge. Become to tacit knowledge through applying in the context and return to explicitly measure their impact. The research was conducted from 2012 to 2014 considering 1106 young people from 10 cities within the state of Guanajuato. The results showed, the Knowledge Creation has allowed an increment of 51.40% students, inclusion and the creation of three new programs concluding the usefulness of Knowledge Management in Institutions of Mexico. The study shows a model to help another institutions to increase their competitivity.

An integrated model of marketing knowledge – a tacit knowledge perspective

2019 ◽  
Vol 21 (1) ◽  
pp. 2-18
Author(s):  
Mostaque Zebal ◽  
Ahmed Ferdous ◽  
Colin Chambers
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Integrated Model ◽  
Business Success ◽  
Content Type ◽  
Proposed Model ◽  
Management Perspective ◽  
Knowledge Perspective ◽  
Tacit And Explicit Knowledge

Purpose The purpose of this paper is to develop and propose an integrated model of marketing knowledge from a tacit knowledge management perspective. This paper further aims at developing a linkage between explicit knowledge perspective (internal and external marketing) and tacit knowledge orientation of an organization, leading to improved business success. Design/methodology/approach This paper develops a conceptual model showing the integration of the internal, tacit and explicit knowledge perspectives that results in improved business success. The proposed model and associated propositions are drawn from the synthesis of relevant knowledge and marketing literature. Findings Five major associated propositions are offered in the paper, which inform both scholars and practitioners about what constitutes a holistic market orientation and how organizations can achieve business success by adopting both an internal and external orientation to tacit and explicit knowledge management. Originality/value The model makes an original contribution to theoretical and organizational marketing management knowledge. It does this by extending the conceptual and operational boundaries of existing models of internal and external marketing, aimed at helping organizations achieve competitive advantage and business success.

Knowledge Warehouse

2011 ◽  
pp. 193-206
Author(s):  
Hamid Nemati ◽  
Natalie Steiger ◽  
David Steiger ◽  
Richard T. Herschel
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Organizational Knowledge ◽  
Organizational Knowledge Creation ◽  
Decision Making Processes ◽  
Knowledge Spiral ◽  
Tacit And Explicit Knowledge

This paper proposes a knowledge warehouse architecture to enhance both DSS and knowledge management efforts. First, differences in data, information, and knowledge are discussed. Then, tacit and explicit knowledge, their relationship within the knowledge spiral, and their criticality to organizational knowledge creation and decision making are explored. Finally, a knowledge warehouse architecture is proposed which enhances all aspects of the knowledge spiral and the associated decision making processes.

Knowledge management for library building design

2016 ◽  
Vol 37 (1/2) ◽  
pp. 2-12 ◽  
Author(s):  
Zhixian Yi
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Continuous Process ◽  
Building Design ◽  
Design Principles ◽  
Design Strategies ◽  
Innovative Design ◽  
Content Type ◽  
Practical Implications

Purpose – In the digital age, constant changes in libraries inform contemporary building design. An innovative library building design is a complicated process and can be viewed as a continuous process of the use of tacit and explicit knowledge and innovative tools and approaches. Knowledge management (KM) can bring about the much needed innovation, and transform tacit knowledge to explicit knowledge. For the design of a library to be successful, it is necessary to apply KM to library building design. The purpose of this paper is to look at key change impacts, to explore how to manage knowledge in building design and to identify key design principles. Design/methodology/approach – This paper looks at key change impacts, explores how to manage knowledge in library building design and pinpoints design principles. Findings – This paper finds that KM can be vital to library building design, and it can be used in all stages: to examine the internal and external environments, transform tacit knowledge to explicit knowledge by using portals, and analyze existing and future issues and trends. When effectively used, KM will result in innovative design strategies and also will reduce the time and costs of the building design and plan processes. The main principles of library building design are flexibility, accessibility, safety and security, applicability, adaptability, efficiency, and sustainability. Practical implications – This paper provides a useful overview of how to manage knowledge in library building design and design principles. Originality/value – The views, discussions, and suggestions will be of value to improve the effectiveness of library building design.

Transformation paths and influencing factors of tacit knowledge into explicit knowledge in real estate companies: a qualitative study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guodong Ni ◽  
Ziyao Zhang ◽  
Zhenmin Yuan ◽  
Haitao Huang ◽  
Na Xu ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Real Estate ◽  
Tacit Knowledge ◽  
Influencing Factors ◽  
Explicit Knowledge ◽  
Design Method ◽  
Structured Interviews ◽  
Content Type ◽  
Knowledge Resources ◽  
Tacit Knowledge Management

PurposeThe purpose of this paper is to figure out the paths about transformation of tacit knowledge into explicit knowledge, i.e. tacit knowledge explicating (TKE) in real estate companies, and determine the influencing factors of TKE in Chinese real estate companies to enable enterprises make better use of their knowledge resources.Design/methodology/approachThe study adopted an exploratory design method using thematic analysis and grounded theory, and semi-structured interviews were conducted to collect data. The interviewees consisted of employees in different positions, who come from Chinese real estate companies with different ranking ranges and different knowledge management levels. Data collection was divided into two rounds for the identification of transformation paths and influencing factors.FindingsThis study has shown that 11 paths about TKE divided into solidified organization process and construction of organizational infrastructure go into effect within the real estate companies. Factors influencing TKE in real estate companies concern three main categories: organizational distal factors, contextual proximal factors and individual factors, including 21 subordinates in total. Furthermore, correlation between TKE paths and influencing factors is established.Research limitations/implicationsResearch results may lack generalizability due to the method adopted. Therefore, researchers are encouraged to verify the outcomes of this research.Practical implicationsThis research provides a new idea and solutions for the tacit knowledge management in real estate companies.Originality/valueTo the best of the authors’ knowledge, this study is the first to systematically identify paths and the influencing factors of TKE in real estate companies, contribute to the incipient but growing understanding of achievement of “tacit to explicit” and enrich the corporate tacit knowledge management literature.

Knowledge Management in Agile Methods Context

2014 ◽  
pp. 1675-1709
Author(s):  
Zaidoun Alzoabi
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Agile Methods ◽  
Face To Face ◽  
Informal Knowledge ◽  
Extensive Documentation ◽  
Development Processes ◽  
Management Techniques

Agile methods are characterized with flexibility, reliance on tacit knowledge, and face to face communication in contrast to traditional methods that rely on explicit knowledge sharing mechanism, extensive documentation, and formal means of communication. In this chapter, the authors will have a look at the knowledge management techniques used in different software development processes with focus on agile methods. Then they will test the claim of more informal knowledge sharing and see the mechanisms used to exchange and document knowledge. The test is on the basis of a survey conducted by Scott Ambler in 2009, where he surveyed over 300 agile practitioners asking them about mechanisms used and in which context every mechanism is applied.

The Creation of a Context to Knowledge Management and Innovation

2018 ◽  
pp. 383-396
Author(s):  
Rodrigo Dos Santos Costa
Keyword(s):  
Knowledge Management ◽  
Data Analysis ◽  
Tacit Knowledge ◽  
Knowledge Creation ◽  
Central Axis ◽  
The Internet ◽  
Information Economy ◽  
Public Data ◽  
And Storage ◽  
The Web

In spite of a contemporary discussion about the management of knowledge and the deep use of technologies focused on architecture, organization and knowledge detection based on organization inner data analysis, as well as public data available on the internet, it is necessary a critic look above the organization knowledge creation processes even as the load of tacit knowledge there is in an organization. It is observed that the evolution of technologies, such as mobile computing, the web, besides the architecture of the computers and their ability of handling and storage data, has brought to the information economy or the age of knowledge, diverting focus on people, the central axis of organizational knowledge, and their ability to reason, infer, make decisions, and above them all the processes of knowledge creation focused on the collaborative solution of problems and generation of innovation based on the socialization of knowledge.

TQM and Knowledge Management

2017 ◽  
pp. 236-263 ◽  
Author(s):  
Luis Mendes
Keyword(s):  
Knowledge Management ◽  
Quality Management ◽  
Total Quality Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Quality Management System ◽  
Conversion Process ◽  
Total Quality ◽  
Knowledge Based ◽  
Strategic Approach

During the last decades, both quality management and Knowledge Management (KM) have undergone a progressive evolution and have been associated with keywords such as competition, creativity, or innovativeness. Moreover, literature points to several commonalities between Total Quality Management (TQM) and Knowledge Management. The main aim of this chapter is to highlight the main commonalities, and to analyze how organizations may benefit from a dual strategic approach based on TQM and KM principles, and how integrated knowledge-based quality management system may benefit the “conversion” process of tacit knowledge into explicit knowledge, as well as the knowledge transfer/sharing process.

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