Epistemology: End or Transformation? Tacit knowledge and the pragmatic turn in epistemology

2013 ◽  
Vol 60 (2) ◽  
pp. 271-279
Author(s):  
Zhenhua Yu
Keyword(s):  
Tacit Knowledge ◽  
Pragmatic Turn

Managerial Tacit Knowledge

1991 ◽  
Author(s):  
Richard K. Wagner
Keyword(s):  
Tacit Knowledge

Tacit Knowledge Management at the Kenya Institute for Public Policy Research and Analysis

Mousaion ◽  
2019 ◽  
Vol 36 (1) ◽  
Author(s):  
Omwoyo Bosire Onyancha ◽  
Gladys Njeri Mungai ◽  
Henry Nyabuto Kemoni
Keyword(s):  
Public Policy ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Policy Research ◽  
Primary Data ◽  
Intangible Asset ◽  
Research Approach ◽  
Public Policy Research ◽  
Observation Methods ◽  
Tacit Knowledge Sharing

Tacit knowledge is seen as difficult to be shared in an organisation owing to its intuitive, versatile and practice-based nature. Consequently, tacit knowledge is not well-understood or valued in most organisations and more so in public institutions. The purpose of the study was to investigate how the Kenya Institute for Public Policy Research and Analysis (KIPPRA) manages tacit knowledge as an intangible asset and also to recommend a framework or model for the management of tacit knowledge for a competitive advantage and development at the KIPPRA. The study adopted a qualitative research approach, with interviews and observation methods constituting the primary data collection methods. The study targeted 60 employees of KIPPRA consisting of researchers, young professionals, heads of divisions, a knowledge manager and administrative staff. The qualitative data collected were organised, categorised and reported verbatim. Among the key findings were that KIPPRA has the capacity for tacit knowledge sharing, capture, transfer and storage that have not been capitalised on. Further, employees experience challenges such as the identification and understanding of tacit knowledge, access to tacit knowledge sharing platforms, access to expertise with specific tacit knowledge, tacit knowledge hoarding, individualism, and ICT-related challenges in accessing tacit knowledge. Finally, the study recommends the adoption of a proposed framework for managing tacit knowledge at the KIPPRA.

Tacit Knowledge in Military Leadership: Some Research Products and Their Applications to Leadership Development.

1998 ◽  
Author(s):  
Joseph A. Horvath ◽  
Jennifer Hedlund ◽  
Scott Snook ◽  
George B. Forsythe ◽  
Robert J. Sternberg
Keyword(s):  
Leadership Development ◽  
Tacit Knowledge ◽  
Military Leadership

Developing Effective Military Leaders: Facilitating the Acquisition of Experience-Based, Tacit Knowledge

2001 ◽  
Author(s):  
Anna T. Cianciolo ◽  
John Antonakis ◽  
Robert J. Sternberg
Keyword(s):  
Tacit Knowledge ◽  
Military Leaders

scholarly journals Why do informal markets remain informal: the role of tacit knowledge in an Indian footwear cluster

2021 ◽  
Author(s):  
Yugank Goyal ◽  
Klaus Heine
Keyword(s):  
Tacit Knowledge ◽  
Informal Markets ◽  
Market Institutions ◽  
Market Structures ◽  
Long Run ◽  
External Pressures ◽  
Propositional Form ◽  
The City

AbstractWhy do informal markets resist formalizing, even when the gains of doing so outweigh its costs in the long run? While a number of responses to this question have been advanced, we discover that part of the reason could be located in the tacit knowledge (attributed to Polanyi, Hayek) embedded in the marketplace, on which market institutions run. This factor is not fully explored yet. Tacit (idiosyncratic, inarticulate, nonconscious) knowledge is acquired personally through experience and cannot be transferred or conveyed to anyone. This is the knowledge we use to act without knowing it in a propositional form. We present the case of one of India’s largest informal footwear cluster, located in the city of Agra. We show that informal markets, hinged on tacit knowledge, cannot evolve easily and therefore may remain locked-in, despite external pressures or incentives to formalize. The study shows that efforts to overcome informality and reaping the benefits of formalized market structures cannot be done without taking cognizance of the sticky intangible knowledge on which these markets rest.

Sign in / Sign up

Export Citation Format

Share Document