The Electronic Journal of Knowledge Management aims to publish perspectives on topics relevant to the study, implementation and management of knowledge management
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Journal Article

Reconsidering the tacit‑explicit distinction — A move toward functional (tacit) knowledge management  pp23-32

Cynthia Jimes, James Lucardie

© Nov 1999 Volume 1 Issue 1, Editor: Fergal McGrath, pp1 - 68

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Abstract

To move beyond the technology focus and adequately embrace knowledge, organisations need a working conceptualisation of knowledge. Within the literature, the dominant conceptualisation converges around the acknowledgement of tacit and explicit types distinctly. This paper argues that a more fundamental approach is necessary. The functional view is a theory on the nature of knowledge that serves as a promising alternative. By placing knowledge within the context of goals and formalisation possibilities, it can help transform organisations from information‑intensive to truly knowledge‑based.

 

Keywords: Knowledge management, tacit-explicit distinction, nature of knowledge, functional view

 

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Journal Article

Tacit Knowledge Revisited — We Can Still Learn from Polanyi  pp173-180

Kenneth A. Grant

© May 2007 Volume 5 Issue 2, ICICKM 2006, Editor: Dan Remenyi, pp131 - 254

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Abstract

The field of knowledge management is still relatively new, with all but a few of its related papers and books published during the last 15 years or so. However, one of the most cited sources is a much earlier work on the topic of tacit and explicit knowledge, by Michael Polanyi (1958 and 1966). An examination of some 60 papers from three major knowledge management journals demonstrates that Polanyi's work has frequently been misinterpreted by some authors and further suggests that, in some cases, the citing authors may not have read the cited work. Further, this has led to misinterpretation of Polanyi's work in ways that have affected wider issues in knowledge management. Polanyi's work is still relevant today and a closer examination of his theory that all knowledge has personal and tacit elements, such that knowledge cannot be made fully explicit, can be used to both support and refute a variety of widely held approaches to knowledge management. In particular, it raises issue about the continued efforts to make knowledge explicit through the use of information systems, without consideration of wider social issues, as well as refuting those who use the issue of tacit knowledge to dismiss the field of knowledge management as a misguided concept. It provides support for more recent work on next generation knowledge management.

 

Keywords: Polanyi, Nonaka, tacit, explicit, next generation KM

 

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Journal Article

Knowledge Management in Evidence‑Based Medical Practice: Does the Patient Matter?  pp281-292

William Boateng

© Nov 2010 Volume 8 Issue 3, Editor: David O'Donnell, pp267 - 344

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Abstract

Evidence‑based medicine has greatly influenced decisions and actions throughout the health care industry for a couple of decades, particularly in the advanced countries. However, little is known as to how patients with their tacit knowledge have fitted into the evidence‑based medical practice equation especially in the developing world, hence the need for this study. The combined use of the theory of communicative action and the AGIL taxonomy of adaptation, goal attainment, integration, and latent pattern maintenance by Talcott Parsons served as the theoretical framework for the study. The theory of communicative action provided the benchmark in understanding how doctors and patients are motivated to adapt and integrate the explicit and tacit knowledge forms in attaining the goal of quality evidence‑based medical practice in line with the AGIL taxonomy. The qualitative interviews with fifty respondents ‑ twenty doctors and thirty patients ‑ in the central region of Ghana are utilized as the data base for the discussion. The study concludes that at present patients’ tacit knowledge does not matter in the practice of evidence‑based medicine in Ghana. This situation has to be addressed by empowering patients to be actively involved in clinical decision‑making affecting their health. This is critical because effective implementation of evidence‑based medical practice demands a good blend of explicit and tacit knowledge forms possessed by doctors and patients respectively. It is believed that embracing this strategy of managing knowledge in the health care dispensation holds the potential to bring about improved health care outcomes.

 

Keywords: knowledge management, explicit and tacit knowledge forms, codification and personalization knowledge management strategies, evidence-based medical practice

 

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Journal Article

Is Tacit Knowledge Really Tacit?  pp307-318

Anu Puusa, Mari Eerikäinen

© Nov 2010 Volume 8 Issue 3, Editor: David O'Donnell, pp267 - 344

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Abstract

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

 

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Journal Article

Knowledge Management for Knowledge Workers  pp248-258

Ludmila Mladkova

© Sep 2011 Volume 9 Issue 3, ECIC 2011, Editor: Geoff Turner and Clemente Minonne, pp181 - 295

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Abstract

Knowledge workers represent more than half of all employees in advanced economies. In general knowledge workers are people who, when working, use their brain more than their muscles. Agricultural and industrial worlds depended on the work of manual workers and the life standard of their inhabitants and the success of agricultural and industrial organizations grew due to the increase of manual worker productivity. Existing knowledge economy depends on the work of knowledge workers and the labour productivity they can achieve. Knowledge is a major resource and tool that knowledge workers use to create values. Therefore, the way work with knowledge is organized in an organization influences the productivity of knowledge workers. This article discusses the results of research on knowledge management in organizations in the Czech Republic. This research started at the University of Economics, Prague in 2004 and continues today.

 

Keywords: knowledge, tacit knowledge, explicit knowledge, knowledge worker, knowledge sharing

 

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Journal Article

In Search for a Theoretically Firmer Epistemological Foundation for the Relationship Between Tacit and Explicit Knowledge  pp118-126

Ilkka Virtanen

© May 2013 Volume 11 Issue 2, Editor: Ken Grant, pp116 - 182

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Abstract

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Keywords: epistemology, explication, explicit knowledge, Polanyi, tacit knowledge, theory of knowledge

 

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Journal Article

Working Meetings ‑ a Tool for Building or Destroying Trust in knowledge Creation and Sharing  pp130-136

Palmira Lopez-Fresno, Taina Savolainen

© Jun 2014 Volume 12 Issue 2, Special Edition for ICICKM 2013, Editor: Annie Green, pp89 - 160

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Abstract

Abstract: This paper discusses and examines the role of working meetings as a tool for building and destroying trust in knowledge sharing and creation. Working meetings are one of the basic tools in organizations for collaboration and group cohesion, and a significant vehicle for communication. They play an important role in information and knowledge sharing, knowledge creation, coordination, decision making, problem solving and strengthening of group relationships inside and outside the organization, and contribute to build or destroy trust. Trust is manifested in commitment, open communication, ethical behaviour, predictability and doing the best in any activity. It creates openness and freedom at the individual and group level, so it plays an important role in knowledge sharing and knowledge creation. But as necessary and important working meetings are, they are also very costly and frequently unproductive.Unless properly managed, they can be a waste of valuable financial and emotional resources, with negative impact on organizational performance, culture, innovativeness and overall competitiveness. Good meeting planning, preparation, realization, assessment and follow‑up are needed to achieve meeting effectiveness. Meeting facilitators, as leadersŽ, play a critical role to create a positive‑trustworthy atmosphere and conduct and manage the meetings with effectiveness. The main point of discussion is crystallized in the suggestion that meetings have an impact in integrative group behaviour, cooperatio n and knowledge sharing and creation. Building and maintaining trust are of utmost importance in it, to develop human capital for sustaining vitality and competitiveness in organizations. Originality of the paper is based on exploring the role of working meetings in relation to trust building for knowledge creation and sharing. Implications are made of how to

 

Keywords: Keywords: explicit knowledge, knowledge sharing, knowledge management, tacit knowledge, trust, working meetings.

 

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Journal Article

A Critical Analysis of Nonakas Model of Knowledge Dynamics  pp193-200

Constantin Bratianu

© Jul 2010 Volume 8 Issue 2, ECIC 2010, Editor: Constantin Bratianu, pp181 - 266

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Abstract

The purpose of this paper is to present a critical analysis of the well known knowledge dynamics model elaborated by Ikujiro Nonaka and his co‑workers. The essence of this model consists of three layers of the knowledge‑creation process: (a) the process o

 

Keywords: explicit knowledge, knowledge conversion, knowledge creation, knowledge dynamics, tacit knowledge

 

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