Antecedents of Successful Collaboration in Community of Practice between Academia and Industry: A Case Study pp153-164
Abstract: This article examines the potential of a community of practice (CoP) to generate the dynamic capability of organisations in an academia industry collaboration. This empirical qualitative case study was carried out within the Northern Research and Innovation Platform (NRIP), a university‑led CoP with the aim of intensifying academia industry collaboration in the field of environment, energy and natural resources. This article offers a conceptual framework which could be applied in order to un derstand the antecedents needed for successful academia industry collaboration to use community as an engine for the knowledge development and dynamic capability of the organisations. The study explains who the participants are and why they are participat ing as well as what their expectations are and how they are willing to participate. The utilisation mechanism is also explored from the knowledge management point of view.
Keywords: Keywords: community of practice, dynamic capability, open innovation, academia-industry collaboration
Is Tacit Knowledge Really Tacit? pp307-318
The aim of this article is to increase understanding of tacit knowledge as a phenomenon and also, to specify and understand tacit knowledge of an expert in a given context. In the discourse of organizational behavior, the use of the concept of tacit knowledge and empirical scientific research on it has become more popular only in the 1990s. The strong increase in expert work and knowledge‑intensive fields make examining the topic timely and both theoretically and practically interesting. The most significant theoretical contribution of the study is the increase in understanding, as well as, the creation of new knowledge of the contents and the nature of tacit knowledge. Based on our study, it seems that the current division of knowledge to explicit and tacit is not sufficient to describe the phenomenon. It has been proposed that explicit knowledge is visible and “articulated” knowledge that can easily be transferred and codified, e.g., through speech, documents and various information management systems. Implicit knowledge, on the other hand, is “silent”, hidden and non‑verbal knowledge that is difficult or even impossible to transfer and express verbally. We propose that tacit knowledge comprises different components, some of which can be articulated and made explicit. Examples of such are individual’s or organizations accustomed lines of action that are based on explicit instructions. On the other hand, individual‑specific tacit knowledge that includes feelings, emotions and intuition, individual’s intuitive behaviour or personal relationships, can be considered as “the genuine tacit knowledge” in the sense that it cannot be made visible or transferred. These findings suggest that the interconnectedness of explicit and tacit knowledge ought to be examined further.
Keywords: tacit knowledge, nature of tacit knowledge, components of tacit knowledge, explicit knowledge, organizational culture, case study