scholarly journals Extract Tacit Knowledge in the Learner Model of the Smart Tutoring System

2020 ◽  
Vol 15 (04) ◽  
pp. 235
Author(s):  
Fatima-Zohra Hibbi ◽  
Otman Abdoun ◽  
Haimoudi El Khatir
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Conversion Process ◽  
Tutoring System ◽  
Learner Model ◽  
Knowledge Conversion ◽  
Learning Platform ◽  
E Learning ◽  
Main Factors

Knowledge management (KM) is one of the main factors that have become extremely popular in recent years. KM is the processes which people explain information data using scientific and technological media and summarize it into concepts and rules to generate knowledge. This later can be implicit or explicit one. The aim of this contribution is to convert the tacit knowledge into explicit using Metaheuristics techniques. This paper aims to develop a model for converting tacit knowledge into explicit knowledge, using the Metaheuristics algorithm for the E-learning platform. For that purpose, the knowledge conversion process will respect the following steps: define the source of tacit knowledge and their methods, classify the tacit knowledge, then we evaluate the implicit knowledge conversion.

An Approach to Knowledge Management With an E-Learning Platform

2018 ◽  
pp. 668-684
Author(s):  
Henrique S. Mamede
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Organizational Knowledge ◽  
Management Process ◽  
Learning Platform ◽  
Working Solution ◽  
E Learning ◽  
Different Levels

Knowledge management is still a problem for many organizations and at two different levels: tacit knowledge, which typically resides in the head of each individual and gets lost for the organizations when a person goes to work with a different company; and explicit knowledge, which presents growing costs for its dissemination in the organization. In the chapter, the author proposes a model to address those problems, taking for base the SECI (socialization, externalization, combination, and internalization) model, originally developed for knowledge management, together with an e-learning platform and a set of activities as tools to implement a working solution. Such models have the ability to solve organizational knowledge problems, implementing a knowledge management process, allowing the transformation of tacit knowledge into explicit knowledge.

Knowledge Exchange Protocols: A Second Study

2003 ◽  
Vol 02 (02) ◽  
pp. 153-163 ◽  
Author(s):  
Richard Herschel ◽  
Hamid Nemati ◽  
David Steiger
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Knowledge Exchange ◽  
Conversion Process ◽  
Knowledge Network ◽  
Knowledge Conversion ◽  
Management Domain ◽  
Amplification Process ◽  
Use Of Knowledge

In the knowledge management domain, the conversion of tacit knowledge to explicit knowledge is critical because it is a prerequisite to the knowledge amplification process wherein knowledge becomes part of an organization's knowledge network. Moreover, this process is strategically important because it enhances an organization's ability to create new knowledge that is inevitably expressed through the organization's capabilities, products, and services. The conversion of tacit to explicit knowledge is particularly relevant to information technology (IT), because IT can only partially facilitate tacit knowledge management, while it offers a substantial number of techniques to support the management and sharing of explicit knowledge. In this paper, knowledge exchange protocols are examined as a vehicle for improving the tacit-to-explicit knowledge conversion process. In a second experiment testing the use of knowledge exchange protocols, initial findings are confirmed: while structure may significantly improve the tacit-to-explicit knowledge conversion process, it also matters how the structure is employed in this process.

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.

Tools for Supporting Knowledge Management

2009 ◽  
pp. 126-147
Author(s):  
Raquel Sanchis
Keyword(s):  
Knowledge Management ◽  
Explicit Knowledge ◽  
Information And Communications Technologies ◽  
Learning Platform ◽  
Learning Techniques ◽  
Internalization Process ◽  
E Learning ◽  
Excellent Method ◽  
Definition Of

This chapter presents a general overview of the relationships between information and communications technologies (ITCs) and the process of Knowledge Management (KM). ITCs through KM tools support the processes to obtain, use and exploit, create and discover, capture, organize and classify, and share and disseminate knowledge. In literature, many classifications of KM tools are defined but problems like bad structures and lacks of understanding have caused the definition of a structured and integrated classification of KM tools. The importance of obtaining knowledge is the reason to analyze KM tools classification in order to obtain profitable information to select the most appropriate one. E-learning techniques have been chosen as the most excellent method to turn explicit knowledge into tacit knowledge (internalization process), therefore a description of this technique will be developed. But the process of selecting the most suitable e-learning platform is difficult; hence a classification of the most relevant characteristics that will guide users will be defined.

Chief Knowledge Officers

2001 ◽  
pp. 414-425 ◽  
Author(s):  
Richard T. Herschel ◽  
Hamid Nemati
Keyword(s):  
Knowledge Management ◽  
Explicit Knowledge ◽  
Knowledge Exchange ◽  
Management Program ◽  
Conversion Process ◽  
Knowledge Conversion

The Chief Knowledge Officer (CKO) is often portrayed as a catalyst for knowledge management programs. However, this organizational entity is new, often not well understood and frequently not without controversy. In this chapter, the CKO function, the rationale for its existence and the challenge people in this role face are examined. The theoretical underpinnings for such a position and the importance of the implicit-to-explicit knowledge conversion process to a CKO’s knowledge management program are explored, as is the potential for knowledge exchange protocols to facilitate this process. Finally, arguments for potentially not implementing a CKO function are discussed.

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.

Learning objects management and evaluatio in an e-learning environment

1970 ◽  
Vol 6 (2) ◽  
Author(s):  
Hugo Rego ◽  
Tiago Moreira ◽  
Francisco José García-Peñalvo
Keyword(s):  
Knowledge Management ◽  
Learning Environment ◽  
Learning Process ◽  
Group Learning ◽  
Learning Objects ◽  
Authoring Tools ◽  
Learning Platform ◽  
E Learning ◽  
Teaching Learning ◽  
Educational Contents

The main aim of the AHKME e-learning platform is to provide a system with adaptive and knowledge management abilities for students and teachers. This system is based on the IMS specifications representing information through metadata, granting semantics to all contents in the platform, giving them meaning. In this platform, metadata is used to satisfy requirements like reusability, interoperability and multipurpose. The system provides authoring tools to define learning methods with adaptive characteristics, and tools to create courses allowing users with different roles, promoting several types of collaborative and group learning. It is also endowed with tools to retrieve, import and evaluate learning objects based on metadata, where students can use quality educational contents fitting their characteristics, and teachers have the possibility of using quality educational contents to structure their courses. The learning objects management and evaluation play an important role in order to get the best results in the teaching/learning process.

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.

Towards The New Episteme

2013 ◽  
pp. 45-59
Author(s):  
Zbigniew Król
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Philosophy Of Language ◽  
Explicit Knowledge ◽  
Professional Collaboration ◽  
Science Knowledge ◽  
Types Of Knowledge ◽  
New Knowledge ◽  
Definition Of ◽  
The Given

The usual horizon of knowledge science is limited to nominalism, empiricism, and naturalistic and evolutionary epistemologies. I propose to broaden this horizon by applying some other philosophical attitudes, such as a non-nominalistic philosophy of language. A basic methodology for the new episteme, including (non-nominalistic) typology and a definition of knowledge and of tacit knowledge, is proposed. Several types of knowledge and the corresponding tacit knowledge are discussed within a broadened philosophical context. There are many types of knowledge and tacit knowledge using different methods of sharing. The main problem with the effective sharing of tacit knowledge is sharing knowledge relevant to the given problem. The transfer, change and transformation of tacit knowledge into explicit knowledge are possible. An example of such a transition, which I call conceptualization, is described. Conceptualization exemplifies how new knowledge can be created with the use of tacit knowledge. A need also exists for a professional collaboration between knowledge science, knowledge management and philosophy.

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