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

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  pp143-149

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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Journal Issue

Volume 8 Issue 3 / Nov 2010  pp267‑344

Editor: David O'Donnell

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Keywords: action research, case study, codification and personalization knowledge management strategies, collaborative projects, components of tacit knowledge, critical knowledge factors, design re-use, engineering design, ethnographic study, evidence-based medical practice., explicit and tacit knowledge forms, explicit knowledge, fixture and tooling, knowledge assets management, knowledge based systems, knowledge capital, knowledge integration, knowledge map, nature of tacit knowledge, new product development, organizational culture, performance improvement, research centre, social capital, tacit knowledge,

 

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Journal Issue

Volume 11 Issue 2 / May 2013  pp116‑182

Editor: Ken Grant

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Editorial

This general edition of EJKM is a selection of Papers submitted to EJKM over the past months.

 

Keywords: external knowledge, incident report, experience-based, data collection, incident, acquiring knowledge, knowledge search, external knowledge search, knowledge acquisition, open innovation, exploitation, exploration, epistemology, explication, explicit knowledge, Polanyi, tacit knowledge, theory of knowledge,

 

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