Current knowledge services enterprises have developed rapidly, and the core competitiveness lies in the tacit knowledge which is crux of the enterprises and the brain of employees, but is difficult to observe and disseminate. This paper is an account of the research conducted on the tacit knowledge process in knowledge services enterprises, considering the characteristics of the tacit knowledge...

Tacit knowledge has been one of the most discussed and contradictory concepts in the field of knowledge management since the mid 1990s. The concept is used relatively vaguely to refer to any type of information that is difficult to articulate, which has led to discussions about the original meaning of the concept (adopted from Polanyi’s philosophy) and the nature of tacit knowing. It is propose...

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...

Tacit knowledge is characteristically unwritten, but may over time become articulated or codified depending on its nature. Because of the importance of the role tacit knowledge plays in both individual and organisational success, it is important that it’s transfer be unhindered from a knowledge management point of view. Culture plays a part in knowledge transfer insofar as people tend typically...

Knowledge management and knowledge creation is recognized to be of supreme importance to the competitive advantage of organisations as well as a major agent of change in the new era of the knowledge economy. This study empirically examines knowledge creation activities in the context of the banking industry. It extends the work of Nonaka and Takeuchi (1995) and others on the theory of organisat...

Tacit knowledge prevents requirements engineers from completely identifying system constraints. Users may be unaware of the need to articulate this knowledge or even be aware they posses it. Therefore external methods of tacit knowledge identification are required. In this position paper we present a proposed method of tacit knowledge identification by solving pre-requirements specification tra...

Knowledge management is a process through which organisational intellectual capital and information can be managed. In order to be successful, both large and small organizations rely on their acquired information and intellectual capital. The use of knowledge in organizations can attribute to improvements in organisational processes and is a key element in creating and sustaining competitive ad...

This paper is a theoretical approach to structure design-specific knowledge into a framework, which can be used within the context of organizational and societal development. We conducted an extensive literature review about existing definitions of design knowledge, and knowledge in general. Based on this, we developed a typology, which consists of four different types of design knowledge and t...

The Theory of Knowledge Creation generally suggests that tacit and explicit knowledge are converted through the four modes known as the SECI Model (Nonaka 1991; Nonaka & Takeuchi 1995). In applications development, the knowledge conversions are mobilized through the use of tools (video conference, development editor) and practices (code review, design patterns, pair programming) (Henninger 1997...