Many organisations make effective use of their codified knowledge, but they often fail to make most efficient use of their tacit knowledge stocks. What we define here as tacit knowledge is the ‘articulable implicit IT managerial knowledge’, that organisational personnel to varying degrees of success make use of. In this paper we present a graphical interpretation of selected results from what w...

Statistical process control (SPC) theory takes a negative view of adjustment of process settings, which is termed tampering. In contrast, quality and lean programmes actively encourage operators to acts of intervention and personal agency in the improvement of production outcomes. This creates a conflict that requires operator judgement: How does one differentiate between unnecessary tampering ...

There are a variety of ways to transfer the tacit knowledge within an enterprise, and job rotation is one of the effective tools. This article reveals the three-stage process enterprises transferring the tacit knowledge by implementing job rotation, and analyses the efficiency of tacit knowledge transferring among individuals in different job rotation situations, as well as the mechanism of kno...

We present the findings of research conducted by way of a complete pilot study on two teams within an organisation we choose to label organisation X. Certainly from a knowledge management perspective, tacit knowledge is vital in preventing knowledge loss from skilled staff leaving the workplace and taking the ‘soft’ knowledge with them. More proficient means of capturing this knowledge by mappi...

Given that Articulate Knowledge has long been codified and substantiated for daily usage, the role of articulable Tacit knowledge needs to be examined in greater detail with an emphasis on its usage in the public sector. What needs to be born in mind however is that the codification of Tacit Knowledge is a reality and that eventually almost all Tacit Knowledge becomes so. This process is not ne...

Tacit knowledge is the source of knowledge creation, but the organization and retrieval of tacit knowledge using IT has not been discussed much. In this paper, we defined Internal Knowledge Evolution Network (IKEN) to describe the knowledge evolution process from tacit to explicit, and applied the Case-Based Reasoning (CBR) integrating with Direct-Case-Linkage technique to support the IKEN mana...

Through analyzing the influence of that the psychological contract, incentive guide to the tacit knowledge sharing in enterprise, a theoretical model is build to illustrate their interactive relations and the research hypotheses are put forward. On the base of 200 knowledge staffs of 30 Chinese enterprises for investigation object, the research hypotheses is tested and analyzed with multiregres...

In recent years, particular attention has been paid to knowledge management and organizational learning in general and tacit knowledge management and organizational memory in particular. This interest is driven by saturation of various markets, innovation speed and increasingly uncertain environments that have led companies to organize and structure themselves as parts of supply chains, by focu...

Businesses are increasingly "nding themselves in a world characterized by globalization, turbulence and complexity, paralleled with an exponential advancement in information technology (IT). Although empirical evidence indicates a lack of support for the positive economic impact of IT, we have seen that companies increasingly invest in the new technology. As this technology is limited to the tr...

Tacit knowledge management requires knowledge owners’ participation because of the taciturnity of tacit knowledge and its inseparability from its owners. Project team, as an effective form, provides its members the opportunity and surroundings of sharing tacit knowledge among each other. In a project team, the affinity of members is more important to knowledge management. Interpersonal affinity...