Dimensions such as tacit-explicit and personalised-codified have been suggested as vehicles to understand the dynamics of knowledge in the context of professional work. The conventional wisdom is that these underlying perspectives on knowledge are alternatives, inviting either a focus on tacit-explicit or on personalised-codified knowledge. In addition however, the terms ‘explicit’ and ‘codifie...

Knowledge is use of facts, truths or principles from studies or investigations. That is, the available information must be made operational for (“learned” by) the person or group in question. Thus, information is not automatically knowledge. Explicit knowledge is what can be formalized, e.g. as process models or guidelines in a quality system. Tacit knowledge is the operational skills among pra...

Nonaka and Takeuchi’s highly influential account of tacit–explicit knowledgeconversion in Japan’s knowledge-creating companies has been instrumental in Knowledge Management’s institutionalisation of Michael Polanyi’s distinction between ‘tacit knowledge’ and ‘explicit knowledge’. But tacit knowledge has been misunderstood and what Nonaka and Takeuchi claim in the name of explicit knowledge does...

The importance of tacit knowledge in requirements elicitation and understanding is widely accepted but poorly understood. There is no clear definition of tacit knowledge, with definitions spanning knowledge that cannot be articulated to knowledge that is merely unarticulated. The situation is further confused by the fact that the most widely cited author on tacit knowledge (Michael Polanyi) act...

Management consulting firms are typical examples of knowledge-intensive organisations in which the consultants’ knowledge, in particular tacit knowledge, is critical to the success of the firms. The firm’s success depends on its continuous effort to retain the consultant’s tacit knowledge. This chapter will explore the conversion processes of consultants’ tacit knowledge to the organisational e...

Knowledge is the essential source of enterprise competitive predominance. As viewed from the explicit knowledge and tacit knowledge, it is demonstrated that the information technology is the effective method to promote explicit knowledge sharing and the human communication is the effective management practice to promote tacit knowledge sharing.

Purpose – The purpose of this paper is to develop and clarify a central concept of knowledge management, tacit knowledge. Design/methodology/approach – The paper investigates the philosophical roots of the concept of tacit knowledge and compares its core elements with current uses of the concept in contemporary knowledge management research. Different interpretations of the concept are identifi...

What is the impact of specific knowledge-transfer processes on the level of shared knowledge and, in turn, on outsourcing performance in outsourcing relationships? Drawing on a series of case studies covering IT providers and banks, we investigate several applied knowledge-transfer processes dedicated to the transfer of explicit or tacit knowledge between outsourcing banks and their providers. ...

REQUIRED) Information Systems (IS) have often been the mechanism by which Knowledge Transfer (KT) has been accomplished within organizations. However, in the case of Business Intelligence (BI) it is also often the source or the knowledge required to be transferred. While the IS profession has effectively studied explicit knowledge, the conversion of tacit to explicit knowledge (Champika et al. ...