Relevant bibliographies by topics / Tacid knowledge

Academic literature on the topic 'Tacid knowledge'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Contents

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Tacid knowledge.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Tacid knowledge"

1

Stokvik, Hanne, Daniel Adriaenssen, and Jon-Arild Johannessen. "Tacit knowledge, organizational learning and innovation in organizations." Problems and Perspectives in Management 14, no. 3 (September 6, 2016): 246–55. http://dx.doi.org/10.21511/ppm.14(3-1).2016.11.

Full text
Abstract:
Problem: We don’t know how tacit knowledge, organizational learning and innovation are linked. Research question: What is the relation between tacit knowledge, organizational learning and innovation? Methodology: Conceptual generalizing. Purpose: To create a link between tacit knowledge, organizational learning and innovation. Contribution: 1. The authors develop a typology for tacit knowledge and organizational learning that may help us to understand the interaction between different types of tacit knowledge, organizational learning and innovation. 2. The research of the authors shows that tacit knowledge may be said to have three faces: one conservative that limits the continuous improvement process, a second that guards an organization against imitation, and a third that promotes innovation. 3. The authors develop a theory, i.e., a system of propositions related to how do different types of tacit knowledge and organizational learning influence innovation? Keywords: tacit knowledge, organizational learning, innovation. JEL Classification: M10
APA, Harvard, Vancouver, ISO, and other styles
2

Yu, Zhenhua. "Tacit Knowledge." Tradition and Discovery: The Polanyi Society Periodical 33, no. 3 (2006): 9–25. http://dx.doi.org/10.5840/traddisc2006/200733337.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Taylor, Hazel. "Tacit Knowledge." International Journal of Knowledge Management 3, no. 3 (July 2007): 60–73. http://dx.doi.org/10.4018/jkm.2007070104.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Howells, Jeremy. "Tacit knowledge." Technology Analysis & Strategic Management 8, no. 2 (January 1996): 91–106. http://dx.doi.org/10.1080/09537329608524237.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Miller, Alexander. "Tacit Knowledge." International Journal of Philosophical Studies 22, no. 4 (August 8, 2014): 630–35. http://dx.doi.org/10.1080/09672559.2014.948716.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Watson, Rod. "Tacit Knowledge." Theory, Culture & Society 23, no. 2-3 (May 2006): 208–10. http://dx.doi.org/10.1177/026327640602300244.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Reeves, Brent N., and Frank Shipman. "Tacit knowledge." ACM SIGOIS Bulletin 17, no. 3 (December 1996): 24–33. http://dx.doi.org/10.1145/242206.242212.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Walker, Alexander Muir. "Tacit knowledge." European Journal of Epidemiology 32, no. 4 (April 2017): 261–67. http://dx.doi.org/10.1007/s10654-017-0256-9.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Kaul, Theodore J. "tacit Groups and Tacit Knowledge." Contemporary Psychology: A Journal of Reviews 31, no. 1 (January 1986): 39–40. http://dx.doi.org/10.1037/024419.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Collins, Harry. "Analysing Tacit Knowledge." Tradition and Discovery: The Polanyi Society Periodical 38, no. 1 (2011): 38–42. http://dx.doi.org/10.5840/traddisc2011/201238110.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Tacid knowledge"

1

Stahl, Jürgen. "Virtual Tacid [Tacit] Knowledge Managements : Möglichkeiten und Grenzen des virtuellen Managements von implizitem Wissen /." Saarbrücken : VDM, Müller, 2006. http://deposit.d-nb.de/cgi-bin/dokserv?id=2867063&prov=M&dok_var=1&dok_ext=htm.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Ismail, Arif. "Factors that impede the transfer of tacit knowledge within and between projects." Diss., University of Pretoria, 2006. http://hdl.handle.net/2263/23640.

Full text
Abstract:
The purpose of the report is to look at some of the factors that impede the transfer of tacit knowledge within and between projects.The research involved the collection of quantitative data through non-probability purposive sampling. The data based on survey questionnaires obtained from the largest retail financial institution in South Africa, namely Absa Bank; was analysed using various descriptive statistical techniques.The report provides evidence that the lack of recognition of the value of tacit knowledge transfer; the lack of recognised, deliberate processes; the lack of a designated role, responsible for facilitating the transfer of tacit knowledge and the lack of rewards are core factors, the absence of which makes tacit knowledge transfer less likely to be successful within and between projects. The findings also show that trust and a collaborative culture are support factors. Further research would benefit from a broader number of factors and a broader base of companies and industries explored. The research offers the recommendation of placing emphasis and effort on core factors rather than support factors. This understanding could inform decision making and increase the success rate of the transfer of tacit knowledge within and between projects. The research provides a graphical representation of the factors that impede the transfer of tacit knowledge within and between projects. Future research recommendations are made that can benefit this research.
Dissertation (MBA)--University of Pretoria, 2006.
Gordon Institute of Business Science (GIBS)
unrestricted
APA, Harvard, Vancouver, ISO, and other styles
3

Makarand, Tare, and tmakarand@swin edu au. "A future for human resources: A Specialised role in knowledge management." Swinburne University of Technology. School of Business, 2003. http://adt.lib.swin.edu.au./public/adt-VSWT20040311.093956.

Full text
Abstract:
This thesis is broadly concerned with the future of the Human Resources function within organisations. The nature of these concerns is two-fold: first, how can Human Resources deal effectively with the challenges of organisational life today; second, how can Human Resources convince senior management that it is both relevant, and necessary, to the economic success of the enterprise, and so assure its future as an internal organisational function. This thesis posits that not only does an involvement in the knowledge management process hold considerable benefits for an organisation through a direct and positive influence on the �bottom-line�, but that such an involvement takes on a specialised set of aims and objectives within the human resource perspective that should not be ignored. The argument is that Human Resources, with its own knowledge-awareness and overview of the structures, manpower, performance and reward systems, and training and development programs, is uniquely placed to be instrumental in creating the open, unselfish culture required to make a success of Knowledge Management, and secure its own future as a trusted and valued strategic partner, fully contributing to the enhancement of organisational performance, and ultimately, the organisation�s place in the world. The thesis commences with an overview of how Human Resources has defined its role within organisations since the 1980s. The challenges and concerns of human resources professionals are discussed, and the opportunity for them to take the lead in developing the social networks that are vital to the capture and transfer of knowledge is foreshadowed. An examination of knowledge and knowledge management concepts and principles, and a discussion of the specialised aims and objectives that a knowledge management system can be argued to have within a human resources management perspective in the 21st century is discussed next. As learning from experience with the aim of improving business performance is one of the uses of knowledge management, a discussion of �learning� and the concepts of the �learning organisation� follows. The chapters in the first part of the thesis contain the theoretical material concerning knowledge and knowledge management, learning and the Learning Organisation, and the argument that Human Resources is in a position to play a major role in moving the organisation's culture to one of value creation and valuable strategic decision-making capability, through its awareness of the concept of knowledge and its implementation of knowledge systems, policies, and practices. The second part of the thesis is more empirically based, and reports the results of recent research by the author into the levels of awareness of the knowledge concept, and the degree to which knowledge management systems, policies, and practices are being implemented. The purpose of the study was to test a number of hypotheses about knowledge and knowledge management and the role of the Human Resources function vis-a-vis these issues. The results and their implications are subsequently discussed. The thesis concludes with some reflections on the concepts of knowledge and learning, and the specialised role that the Human Resources professional can play in knowledge work.
APA, Harvard, Vancouver, ISO, and other styles
4

Gill, S. P. "Tacit knowledge and dialogue for knowledge transfer." Thesis, University of Cambridge, 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.599421.

Full text
Abstract:
This dissertation investigates the limitations to representing knowledge. It is concerned with the process of the formation and transfer of knowledge in design. It focuses on the component termed 'knowledge engineering'. This is an essential part of the process of designing knowledge-based systems. In this work, knowledge engineering is defined as: the process of selecting relevant information for a system and considering how that information is made available to the system as well as to the user. Traditional knowledge engineering supposes that all knowledge can be represented in a propositional form. This rests on the idea that knowledge is universal, non-contextual, time-independent, and depersonalised. It is argued in this dissertation that this idea can be traced back to Plato's discussion of reason over emotions, and survives in the current computer metaphor within which the mind-body distinction has become a discipline called 'cognitive science'. The research explores the limitations of this idea by exploring thoroughly the nature of context dependency and experience within the process of knowledge transfer. The work expands upon the premise that knowledge exists in praxis/experience and has a personal and social dimension. It draws upon a framework of various 'human-centred' European traditions of both design and application studies on computer-based applications. This research provides a framework for the analysis of knowledge transfer in dialogue within design, and thereby for the analysis of processes which make up design. Concepts and design decisions are forms of knowledge formation and involve knowledge transfer. The framework identifies factors determining the situational meaning of a concept, and thereby a design decision.
APA, Harvard, Vancouver, ISO, and other styles
5

Gill, Satinder P. "Dialogue and tacit knowledge for knowledge transfer." Thesis, University of Cambridge, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.360777.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Barber, Alexander. "Tacit-knowledge of linguistic theories." Thesis, McGill University, 1996. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=41974.

Full text
Abstract:
What is the best way to understand 'applies to' when it is said of a linguistic theory that it applies to a particular language-user? We can answer by saying that a linguistic theory is applicable to an individual language-user just in case that individual tacitly-knows the theory. But this is an uninformative answer until we are told how to understand 'tacit-knowledge'. The end goal of this thesis is to defend the claim that we should take tacit-knowledge to be, simply, knowledge. Towards this end I argue against the satisfactoriness of competing ways of understanding 'tacit-knowledge'. For example, the instrumentalist position is neutral on whether linguistic theories are actually known by the ordinary language-users who tacitly-know them; instead, linguistic theories are to be such that knowing them would enable someone to do whatever it is that the tacit-knower can do. Other competing positions hold that, though tacit-knowledge is a psychological relation of some sort, it is not genuine knowledge. I also attempt to meet specific objections to the claim that a typical language-user (as opposed to a linguistic theorist) could plausibly be said to know a linguistic theory. An objection on which I focus is based on the claim that typical language-users do not possess the requisite concepts for having genuine knowledge of a linguistic theory. The aim in attempting to meet these objections is to open up the way for the linguistic theorist to exploit a paradigm of explanation: explanation of behaviour by knowledge attribution. Attributing knowledge of linguistic theories would be potentially explanatory of linguistic behaviour in exactly the same way that attributions of knowledge in non-linguistic spheres are potentially explanatory of behaviour. Finally, because my emphasis is specifically on semantic theories, I attempt to explicate and defend the claim that a semantic theory could and should have the form of a theory of truth.
APA, Harvard, Vancouver, ISO, and other styles
7

Barber, Alexander. "Tacit-knowledge of linguistic theories." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp02/NQ29883.pdf.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Plazas, Andrea. "Exploring Tacit Knowledge in Organizations." Honors in the Major Thesis, University of Central Florida, 2013. http://digital.library.ucf.edu/cdm/ref/collection/ETH/id/959.

Full text
Abstract:
There has been a growing prevalent interest to explore the role of knowledge in organizations. Bhardwaj and Monin (2006) identified the knowledge of individuals' as a valuable source of competitive advantage. An organizations well-rounded institutional memory- the organizations collective experiences (Rothwell & Poduch, 2004), fosters competitive advantage. There is a prevailing need to scrutinize the role of tacit knowledge in organizations and how it's hard to articulate nature makes it difficult for organizations to acquire and preserve institutional memory value. The aim of this review is to illustrate that tacit knowledge contributes significantly to the institutional memory value, expansion and preservation. In an effort to simplify this relationship between tacit knowledge and institutional memory, a comprehensive literature search was performed. I first discuss the role of knowledge in organizations and use the literature on tacit knowledge as a guide to explain the importance of its elicitation for institutional memory expansion and preservation. I then propose: (1) the use of tacit knowledge elicitation as a mediator, and (2) recommend training and a learning organization environment as moderators, for the contribution to take place. Finally, I suggest that organizations: (a) Elicit tacit knowledge sharing at their human capital development training programs (b) develop and implement this trainings at managerial levels, and (c) a "know-why" method to elicit and capture tacit knowledge in a reference guide, to consequently add value to the institutional memory, I conclude with a discussion of implications and limitations for the proposed perspective, and provide suggestions for future research.
B.S.
Bachelors
Sciences
Psychology
APA, Harvard, Vancouver, ISO, and other styles
9

Clarke, Timothy. "The development of a tacit knowledge spectrum based on the interrelationships between tacit and explicit knowledge." Thesis, Cardiff Metropolitan University, 2010. http://hdl.handle.net/10369/909.

Full text
Abstract:
Tacit knowledge is a valuable asset to organisations which is not readily being recognised. Years of experience and understanding of an organisations processes, operations and clients, is being lost on a daily basis through the turnover of employees, whether through natural wastage or in these times of recession a cutting back of the workforce. The loss of this information (tacit knowledge) can be critical to the day to day running of the organisation and in many cases it is irreplaceable. Organisations need to capture this knowledge and turn it into explicit knowledge to enhance the future knowledge capital of the organisation. The undertaking of this thesis is to explore the relationship between tacit knowledge and explicit knowledge and their interaction when converting tacit knowledge into explicit knowledge. A review is carried out of current methodologies available to organisations for the management of tacit knowledge into explicit knowledge. Following the review, cases studies are carried out to test a series of interventions designed to promote understanding of knowledge management and the conversion of tacit knowledge into explicit knowledge. From the findings of the case studies, it can be found that tacit knowledge is not a single entity that can be converted into explicit knowledge, but it can be broken down into elements, which have to be considered independently in order to facilitate the knowledge transfer process. From evaluation of the research for this thesis, a Tacit Knowledge Spectrum Model is developed to represent the elements of tacit knowledge. The Model gives a clear view of the complexity of tacit knowledge and the inter-relationship of the elements that make up tacit knowledge. By creating a better understanding of tacit knowledge and its elements and their interaction with explicit knowledge, organisations will be better placed to manage tacit knowledge and their knowledge capital.
APA, Harvard, Vancouver, ISO, and other styles
10

Dawes, Keith Harold Australian Graduate School of Management Australian School of Business UNSW. "Tacit assumptions of senior managers." Awarded by:University of New South Wales. Australian Graduate School of Management, 2007. http://handle.unsw.edu.au/1959.4/35253.

Full text
Abstract:
This thesis documents an investigation into the role that tacit knowledge takes in the mental life of senior managers. The research resulted from the author???s work in New South Wales in facilitating assessment and development centres over a five year period, carried out in collaboration with senior managers from several organizations. A frequent comment made by senior managers was that there seemed to be a gulf between the data obtained objectively from behaviourally measured managerial competencies and the senior managers??? own perceptions of their managerial behaviour. Having earlier researched the role of thought processes out of awareness, the author developed the overall aim of the present study ??? to develop some form of training procedures for senior managers that would enhance the use of tacit processes in their managerial behaviours. The present dissertation begins with a literature review related to the development of understanding of the role of tacit processes in the mental life of senior managers. First a review is presented of investigations of organisational behaviour reported in the literature on tacit knowledge, including issues such as learning, teams, leadership, distributed cognition and culture. Study of the role of tacit knowledge was found to be present in the study of management behaviours and during the process of the present research, related publications increased in frequency. Finally a review is presented of psychological research into the nature of tacit knowledge. This focuses on a range of historical and current views and on the author???s own earlier study of implicit learning carried out in the early 1990???s. Study One is focused on examination of the process of coding tacit assumptions. This begins with documentation of the ontology, epistemology and methodology underpinning this research. Grounded theory, a well-recognised method of qualitative analysis, was selected as most appropriate for this study and its philosophy, rationale and methods are presented. The aim of Study One was to examine the effect of repeated interviews on the codifying of tacit assumptions of senior managers. The initial research was with 13 senior managers, who were interviewed either once or on multiple occasions. The initial interviews of two of these senior managers were analysed as pilot studies, and these analyses are presented in the present dissertation. The main body of this research comprises multiple interviews (five each) carried out with two of the original thirteen senior managers. The results confirmed the importance of the method of investigation but failed to provide any depth of understanding. Apart from consolidating cognitive closure on a set of managerial competencies, attempting to render tacit knowledge explicit (making the tacit conscious) provided no other significant benefit to the senior managers. The extension of some of these previously tacit assumptions into current cognitive functioning, when coded, assisted in the retention of organisational knowledge but offered no real benefit to the senior managers themselves, no depth of self-knowledge. Study Two arose from a more realistic understanding of tacit processes. The aim of Study Two was to find a way of harnessing the influences of tacit assumptions without trying to surface them ??? to make them ???conscious.??? This is consistent with the writings of such researchers as Nonaka (1991), Baumard (1999) and Spender (2005). By adapting an existing method focusing on subtle mental processes (developed by Norm Kagan in the context of teaching counselling skills and developed further for research first by Diment, Walker and Hammer and then by Sheehan and McConkey ), the author has further developed a technique (The Explicit/Tacit Interface Technique ??? ET~IT) that accesses the tacit processes in the service of the senior manager???s aims. A multiperspective analysis was applied to the feedback interviews of six subjects. This generated a set of characteristics of the ET~IT that hold promise for it to become a useful management development tool. Cohen and Levinthal???s (1990) concept of ???absorptive capacity??? is discussed as a possible starting point for indicating individual differences in successful interfacing with tacit processes. Finally recommendations for further improvement, consideration of constraints and their minimization and methods for evaluating future research into the tacit assumptions of senior managers are presented. Study Two concludes with discussion of how the results can be used as part of senior management development.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Tacid knowledge"

1

Collins, H. M. Tacit and explicit knowledge. Chicago: The University of Chicago Press, 2010.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

Tacit knowledge in organizations. London: Sage Publications, 1999.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

Tacit and explicit knowledge. Chicago: The University of Chicago Press, 2010.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Polanyi, Michael. The tacit dimension. Chicago: The University of Chicago Press, 2009.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Busch, Peter. Tacit knowledge in organizational learning. Hershey, PA: IGI Pub., 2008.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Tacit knowledge in organizational learning. Hershey, PA: IGI Pub., 2008.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Tacit knowledge in organizational learning. Hershey, PA: IGI Pub., 2008.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Zayat, Alia El. Communities of practice and tacit knowledge management. Oxford: Oxford Brookes University, 2001.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Ian, Graham. Quality management: The appropriation of tacit knowledge. Edinburgh: University of Edinburgh, Management School, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Gallo, Giusy. Dall'economia alla semiologia: Saggio sulla conoscenza tacita. Milano: Mimesis, 2013.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Tacid knowledge"

1

Gill, Satinder P. "Knowledge = Skill." In Tacit Engagement, 35–72. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-21620-1_2.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Miller, Alexander. "Tacit Knowledge." In A Companion to the Philosophy of Language, 272–98. Chichester, UK: John Wiley & Sons, Ltd, 2017. http://dx.doi.org/10.1002/9781118972090.ch12.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Hager, Paul J. "Tacit Knowledge." In Encyclopedia of the Sciences of Learning, 3259–61. Boston, MA: Springer US, 2012. http://dx.doi.org/10.1007/978-1-4419-1428-6_165.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Winter, Sidney G. "Tacit Knowledge." In The Palgrave Encyclopedia of Strategic Management, 1–3. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_526-1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Winter, Sidney G. "Tacit Knowledge." In The Palgrave Encyclopedia of Strategic Management, 1697–99. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_526.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Ambrosini, Véronique. "Tacit Knowledge." In Tacit and Ambiguous Resources as Sources of Competitive Advantage, 9–23. London: Palgrave Macmillan UK, 2003. http://dx.doi.org/10.1057/9781403948083_2.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Burke, Derek. "Tacit Knowledge." In How Doctors Think and Learn, 75–80. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-46279-6_10.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Gill, Satinder P. "Knowledge Is Skilled Performance." In Tacit Engagement, 73–97. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-21620-1_3.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Viale, Riccardo. "Tacit “Knowledges”." In Methodological Cognitivism, 305–23. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-40216-6_12.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Kottmann, Andrea. "Unravelling Tacit Knowledge." In The University as a Critical Institution?, 217–35. Rotterdam: SensePublishers, 2017. http://dx.doi.org/10.1007/978-94-6351-116-2_12.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Tacid knowledge"

1

Tofan, Dan. "Tacit architectural knowledge." In the Fourth European Conference. New York, New York, USA: ACM Press, 2010. http://dx.doi.org/10.1145/1842752.1842756.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Chen, Guan-Lin, Wei-Yu Ling, Shu-Chen Yang, Shung-Ming Tang, and Wan-Chen Wu. "Explicit Knowledge and Tacit Knowledge Sharing." In 2011 International Conference on Management and Service Science (MASS 2011). IEEE, 2011. http://dx.doi.org/10.1109/icmss.2011.5998951.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

BUSCH, PETER, and DEBBIE RICHARDS. "TACIT KNOWLEDGE AND CULTURE." In Proceedings of the First iKMS International Conference on Knowledge Management. WORLD SCIENTIFIC, 2004. http://dx.doi.org/10.1142/9789812702081_0018.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Guerra-Zubiaga, David A. "Tacit Knowledge Elicitation Techniques Applied to Complex Manufacturing Processes." In ASME 2017 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2017. http://dx.doi.org/10.1115/imece2017-71897.

Full text
Abstract:
Tacit knowledge is one of the main intangible assets in different corporations and an important issue is to explore new tacit knowledge elicitation techniques, being able to identify, categorize, represent, store and reuse this important knowledge type. This paper presents a new tacit knowledge technique called MAKMOSE (Manufacturing tAcit Knowledge MOtion Sequence Elicitation). The new knowledge elicitation technique explores the uses of motion sequence to explore the movements that workers and robots use when performing complex activities. This research provides a knowledge infrastructure representing a tacit knowledge super class to extract valuable experiences. This paper argues that the implementation of MAKMOSE requires exploration and connection of (a) a tacit knowledge infrastructure as a repository, (b) a tacit knowledge life cycle, and (c) implementing the right technology capturing valuable experiences through motion sequence. An important challenge is to demonstrate how new tacit knowledge types can be identified, categorized, stored and reused using motion sequences techniques. This paper presents some research ideas to implement the MAKMOSE in Complex Manufacturing Processes (CMP).
APA, Harvard, Vancouver, ISO, and other styles
5

Yang, Lifeng. "Notice of Retraction: Knowledge, Tacit Knowledge and Tacit Knowledge Sharing: Brief Summary of Theoretical Foundation." In 2009 International Conference on Management and Service Science (MASS). IEEE, 2009. http://dx.doi.org/10.1109/icmss.2009.5302016.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Jiang-quan, Huang, and Chang Li-hua. "Structure of Tacit Knowledge and the Mechanism of Tacit Knowledge Promoting Knowledge Innovation Inside Enterprise." In 2010 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2010. http://dx.doi.org/10.1109/iciii.2010.442.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Salleh, Kalsom. "Tacit Knowledge and Accountants: Knowledge Sharing Model." In 2010 Second International Conference on Computer Engineering and Applications. IEEE, 2010. http://dx.doi.org/10.1109/iccea.2010.227.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Großer, Birgit, Sara Kepplinger, Cathrin Vogel, and Ulrike Baumöl. "Knowledge Processes in Virtual Teams - Tacit Knowledge." In 20th International Conference on Enterprise Information Systems. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0006674602470254.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Romaldi, Vicki. "Collaborative Technologies for Knowledge Management: Making the Tacit Explicit?" In 2002 Informing Science + IT Education Conference. Informing Science Institute, 2002. http://dx.doi.org/10.28945/2567.

Full text
Abstract:
The theory of organisational knowledge creation indicates the distinction between tacit and explicit knowledge is extremely important in corporate knowledge management efforts. Additionally, in this context, the sharing of tacit knowledge is considered to be a critical component of successful knowledge management initiatives. This paper explores the value of using collaborative technologies as enablers of knowledge management. It primarily focuses on the conversion of tacit knowledge to explicit knowledge through the use of technologies with hyperlinking and hypermedia capabilities. Organisational issues surrounding the capture of tacit knowledge are also introduced by discussing the essential ingredients of successful knowledge management programs.
APA, Harvard, Vancouver, ISO, and other styles
10

Fukuda, Shuichi. "Somatic/Embodied Knowledge Representation: A Challenge." In ASME 2012 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2012. http://dx.doi.org/10.1115/detc2012-70868.

Full text
Abstract:
Recent brain studies revealed brain and body cannot be separated. Further it revealed blood and muscles play an important role in our information processing. Bike riding is known as a typical example of tacit knowledge. Although there are efforts on how we can change such tacit or somatic/embodied knowledge of ours as this example into explicit one, we have been not so successful. From our past two series of experiments about detection of emotion from face and about calligraphy, we learned acceleration plays a crucial role. This paper attempts to represent somatic/knowledge representation as patterns of position and acceleration. This is still a preliminary study but it may lead us to another way of representing our tacit knowledge and thus we may develop another way of transferring tacit knowledge such as skills, bike riding, etc in the form of patterns of position and acceleration. Mechanical engineering is a tangible engineering. Therefore the author would like to emphasize the importance of exploring how we can represent our somatic/embodied knowledge. This is a very much preliminary step toward that goal.
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Tacid knowledge"

1

Sternberg, Robert J., George B. Forsythe, Jennifer Hedlund, Joseph A. Horvath, and Trueman Tremble. Tacit Knowledge in the Workplace. Fort Belvoir, VA: Defense Technical Information Center, March 1999. http://dx.doi.org/10.21236/ada362656.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Aufderheide, Derek, Michael Corrigan, and Jeremy Maloy. Air Force Operational Contracting Knowledge Assessment: Analyzing Explicit and Tacit Contracting Knowledge. Fort Belvoir, VA: Defense Technical Information Center, December 2011. http://dx.doi.org/10.21236/ada556101.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Horvath, Joseph A., Robert J. Sternberg, George B. Forsythe, Patrick J. Sweeney, and Richard C. Bullis. Tacit Knowledge in Military Leadership: Supporting Instrument Development. Fort Belvoir, VA: Defense Technical Information Center, May 1996. http://dx.doi.org/10.21236/ada310258.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Hedlund, JJennifer, Wendy M. Williams, Jospeh A. Horvath, George B. Forsythe, and Scott Snook. Tacit Knowledge for Military Leaders: Platoon Leader Questionnaire. Fort Belvoir, VA: Defense Technical Information Center, March 1999. http://dx.doi.org/10.21236/ada362347.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Horvath, Joseph A., George B. Forsythe, Patrick J. Sweeney, Jeffrey A. McNally, and John Wattendorf. Tacit Knowledge in Military Leadership: Evidence from Officer Interviews. Fort Belvoir, VA: Defense Technical Information Center, October 1994. http://dx.doi.org/10.21236/ada289840.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Hedlund, Jennifer, Joseph A. Horvath, George B. Forsythe, Scott Snook, and Wendy M. Williams. Tacit Knowledge in Military Leadership: Evidence of Construct Validity. Fort Belvoir, VA: Defense Technical Information Center, April 1998. http://dx.doi.org/10.21236/ada343446.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Hedlund, Jennifer, John Antonakis, and Robert J. Sternberg. Tacit Knowledge and Practical Intelligence: Understanding the Lessons of Experience. Fort Belvoir, VA: Defense Technical Information Center, October 2002. http://dx.doi.org/10.21236/ada412016.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Hedlund, Jennifer, Robert J. Sternberg, and Joseph Psotka. Tacit Knowledge for Military Leadership: Seeking Insight into the Acquisition and Use of Practical Knowledge. Fort Belvoir, VA: Defense Technical Information Center, September 2000. http://dx.doi.org/10.21236/ada383927.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Antonakis, John, Jennifer Hedlund, Jean E. Pretz, and Robert J. Sternberg. Exploring the Nature and Acquisition of Tacit Knowledge for Military Leadership. Fort Belvoir, VA: Defense Technical Information Center, January 2002. http://dx.doi.org/10.21236/ada400486.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Matthew, Cynthia T., Anne T. Cianciolo, and Robert J. Sternberg. Developing Effective Military Leaders: Facilitating the Acquisition of Experience-Based Tacit Knowledge. Fort Belvoir, VA: Defense Technical Information Center, April 2005. http://dx.doi.org/10.21236/ada434486.

Full text
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Tacid knowledge' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography