The Tacit Knowledge and the Knowledge Management Processes

2017 ◽  
pp. 201-235
Author(s):  
Florea Nicoleta Valentina
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Knowledge Exchange ◽  
Knowledge Flows ◽  
Knowledge Processes ◽  
Management Processes ◽  
New Knowledge ◽  
The Right ◽  
Long Term Performance ◽  
Term Performance

Knowledge management is a new term specific for the new Knowledge Economy, where continuous change is every step and imposes developing knowledge of employees in order to satisfy stakeholders needs and to obtain long-term performance. This chapter will analyse the role of tacit knowledge in obtaining performance and the knowledge processes implemented to achieve its objectives: knowledge acquering, mapping and sharing in order to grow knowledge and knowledge flows. The author presents a simulation model used to analyse the present stock of tacit knowledge and to predict future knowledge for the future activities. It is also developed a relationship-based Knowledge Matrix offering organizations new opportunities for gaining new knowledge. This can be made by implementing models of inter and intra-departmental or inter-organizational knowledge exchange to help organizations find the right employee for the right job, and to identify the right knowledge at the right time and cost.

Managing Tacit Knowledge to Improve Software Processes

2014 ◽  
pp. 143-160
Author(s):  
Alberto Heredia ◽  
Javier García-Guzmán ◽  
Fuensanta Medina-Domínguez ◽  
Arturo Mora-Soto
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Tacit Knowledge ◽  
Process Improvement ◽  
Software Process ◽  
Software Process Improvement ◽  
Development Cost ◽  
Software Product ◽  
New Knowledge ◽  
Software Processes

In general, software process improvement entails significant benefits such as increased software product quality, decreased time and development cost, and decreased risks. To obtain these, organizations must apply knowledge management because the identification of new knowledge is considered key to success when improving software processes. Existing knowledge is, however, difficult to find, and when found, it is often difficult to reuse in practice. This is due to the fact that a considerable part of the knowledge that is useful for executing software processes is tacit and not all of it can be captured and made explicit. The purpose of this chapter is to present a framework for software process improvement based on the enrichment of organizational knowledge by means of the acquisition of tacit knowledge from individuals working in different teams and environments. The framework includes the specification of roles, processes, and tools, and is based on a process asset library and the introduction of configuration and change management mechanisms.

Managing Tacit Knowledge to Improve Software Processes

2017 ◽  
pp. 1567-1585
Author(s):  
Alberto Heredia ◽  
Javier García-Guzmán ◽  
Fuensanta Medina-Domínguez ◽  
Arturo Mora-Soto
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Tacit Knowledge ◽  
Process Improvement ◽  
Software Process ◽  
Software Process Improvement ◽  
Development Cost ◽  
Software Product ◽  
New Knowledge ◽  
Software Processes

In general, software process improvement entails significant benefits such as increased software product quality, decreased time and development cost, and decreased risks. To obtain these, organizations must apply knowledge management because the identification of new knowledge is considered key to success when improving software processes. Existing knowledge is, however, difficult to find, and when found, it is often difficult to reuse in practice. This is due to the fact that a considerable part of the knowledge that is useful for executing software processes is tacit and not all of it can be captured and made explicit. The purpose of this chapter is to present a framework for software process improvement based on the enrichment of organizational knowledge by means of the acquisition of tacit knowledge from individuals working in different teams and environments. The framework includes the specification of roles, processes, and tools, and is based on a process asset library and the introduction of configuration and change management mechanisms.

Ethics Impact on Knowledge Management in Organizational Development

2018 ◽  
pp. 19-45
Author(s):  
Rantaung David ◽  
Bonu Narayana Swami ◽  
Suryakanthi Tangirala
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Organizational Development ◽  
Tacit Knowledge ◽  
Ethical Principles ◽  
Management Processes ◽  
Survey Strategy ◽  
The Impact ◽  
Ethical Cultures ◽  
Knowledge Management Processes

This study aims to examine the impact of ethics in the knowledge management in organizational development in Botswana. Importance of ethics in knowledge management is growing at a faster pace of late; still some employees tend to be unethical. As organization consists of different people with different ethical cultures, it is essential that organizations should make their employees follow ethical principles while creating, sharing and using both explicit and tacit knowledge to have optimum organizational development. Respecting ethics by human resources helps to improve implementation of knowledge management. The chapter main focus is on Management of ethics in an organization which influences knowledge management processes and subsequently influence organizations development. To locate ethics impact on knowledge management for organizational development, the scholars employed a survey strategy where respondents indicated that there is a significant impact of ethics in knowledge management for organizational development.

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.

Knowledge Flows

2011 ◽  
pp. 133-149 ◽  
Author(s):  
Peter Busch
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Staff Member ◽  
Work Groups ◽  
Cultural Background ◽  
Knowledge Flows ◽  
Individual Employee ◽  
The One ◽  
The Individual

Recalling from previous discussions, this book is not concerned solely with discussing knowledge management or testing for tacit knowledge. The former topic is well handled through a great deal of literature dating from the 1990s to the present day. The latter subject as we saw in the previous chapter tends to take place at the level of the individual and although a variety of techniques exist, the one by Sternberg’s group is arguably the most practical. It is the flow of (tacit) knowledge in an organisation that should also be considered for the richness it provides both at the level of the staff member and holistically at the company-wide level. As one would expect, the measurement of knowledge flows brings with it another set of complexities including but not limited to, the culture of the firm, the cultural background of the individual employee, the degree to which ICT is in place within the company, the size of work groups and the formality or structure of the groups themselves. A study of intra-organisational flows needs to understand the parameters that will have an impact on the likelihood of soft knowledge being transferred from one individual to the next.

Knowledge Management

2011 ◽  
pp. 17-33
Author(s):  
Peter Busch
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Knowledge Flows ◽  
Knowledge Assets ◽  
Organisational Knowledge ◽  
Concepts Of Knowledge ◽  
Parent Discipline ◽  
True Definition ◽  
Tacit Knowledge Management

Delving into tacit knowledge flows requires at least a cursory understanding of its parent discipline, namely Knowledge Management (KM). In turn, discussion of KM is not possible without briefly discussing knowledge and more specifically organisational knowledge. Knowledge Management is a discipline that is quite recent, having been exposed largely in the 1990s. Perhaps the most frustrating aspect of KM is that no one true definition, rather like with tacit knowledge, exists. If one were pressed to define KM, it would be the process whereby an organisation has in place plans or actions to maximise its knowledge assets both codified and soft to its best advantage. At this stage, let us examine the issues regarding this discipline and later examine how they relate to tacit knowledge management specifically. Concepts of knowledge relating specifically to tacit knowledge are discussed in much greater detail in the following chapter.

Developing a Knowledge-Based Organizational Performance Model for Improving Knowledge Flows in Discontinuous Organizations

2011 ◽  
pp. 89-108
Author(s):  
Rahinah Ibrahim ◽  
Mark E. Nissen
Keyword(s):  
Organizational Performance ◽  
Tacit Knowledge ◽  
Affordable Housing ◽  
Organization Theory ◽  
Knowledge Flows ◽  
Performance Model ◽  
Ethnographic Study ◽  
Knowledge Based ◽  
New Knowledge ◽  
Insight Into

Tacit knowledge attenuates particularly quickly in organizations that experience discontinuous membership: the coming and going of organizational roles or positions during a workflow process. Since knowledge flows enable workflows, and workflows drive performance, theory suggests that dynamic knowledge—particularly tacit knowledge—is critical for competitive advantage. This research seeks to extend established organization theory, through integration of emerging knowledge-flow theory, to inform the design of discontinuous organizations. Toward this end, we build a computational model based upon ethnographic study of an affordable housing project that experienced severe discontinuous membership. Analysis of this model reveals problematic theoretical gaps, and provides insight into how scholarly understanding of knowledge flows can extend organization theory to address discontinuous organizations. This research contributes new knowledge for designing knowledge-based organizations in discontinuous contexts.

Towards The New Episteme

2010 ◽  
Vol 1 (1) ◽  
pp. 43-57
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 (nonnominalistic) 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.

Tacit Knowledge in Management

2015 ◽  
Vol 8 (2) ◽  
Author(s):  
Sumat Jain ◽  
Jayant Dubey
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Management Education ◽  
Mental States ◽  
Michael Polanyi ◽  
Tacit Knowing ◽  
Skilled Performance ◽  
New Knowledge ◽  
Different Types ◽  
Tacit Knowledge Management

The concept of tacit knowing comes from scientist and philosopher Michael Polanyi. It is important to understand that he wrote about a process (hence tacit knowing) and not a form of knowledge. However, his phrase has been taken up to name a form of knowledge that is apparently wholly or partly inexplicable. Tacit knowledge cannot be “captured”, “translated”, or “converted” but only displayed and manifested, in what we do. New knowledge comes about not when the tacit becomes explicit, but when our skilled performance is punctuated in new ways through social interaction. tacit knowledge - Knowledge that enters into the production of behaviours and/or the constitution of mental states but is not ordinarily accessible to consciousness. See also cognize, knowledge, implicit memory, Background, rules. This paper presents the overview of the term Tacit Management, in which we are going to present the different types of tacit knowledge, definitions, and properties of it. How is it useful in applicability of management education? The benefits from it, failure due to lack of tacit knowledge, the paradox of it and at last the conclusion related to the terminology Tacit Knowledge Management (TKM).

Robust Statistical Analysis of Long-Term Performance For Sharia-Compliant Companies in Malaysia Stock Exchange

2017 ◽  
Vol 3 (3) ◽  
pp. 49-66
Author(s):  
Nashirah Abu Bakar ◽  
Sofian Rosbi
Keyword(s):  
Stock Exchange ◽  
Share Price ◽  
Rate Of Return ◽  
Economic Sectors ◽  
Normality Test ◽  
Challenging Situation ◽  
The Right ◽  
Long Term Performance ◽  
Term Performance

In the year of 2016, Malaysia faced with the challenge in instability of economic condition. This situation weakens Malaysian currency that gives direct impact to all economic sectors in Malaysia. Consequently, this situation gives significant impact on the performance of the sharia-compliant companies listed on the Malaysia Stock Exchange. Therefore, this research validates the long-term performance of share price using market adjusted buy and hold return (MABHR). Then, this study performed normality test to check the distribution of data for return and volatility. Next, correlation analysis performed to validate the relationship between return and volatility. The results show that the Solid Automotive Berhad gives the highest rate of return with respect to the market. While UMW Oil & Gas Corporation Berhad shows the lowest rate of return with respect to the market. The finding of this research helps economists to understand the market trend in empirical thinking. In addition, it also helps the investors to understand the market and make the right decision in investing during this challenging situation.

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