Dissertations / Theses on the topic 'Tacid knowledge'
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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 textIsmail, 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 textDissertation (MBA)--University of Pretoria, 2006.
Gordon Institute of Business Science (GIBS)
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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 textGill, 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 textGill, 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 textBarber, 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 textBarber, 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 textPlazas, 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.
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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 textDawes, 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 textLam, Kee Yung. "The role of tacit knowledge in knowledge intensive project management." Thesis, Heriot-Watt University, 2017. http://hdl.handle.net/10399/3396.
Full textMaass, Nora, and Lovisa Stenberg. "Kunskap är makt -eller- Tacit Knowledge Management." Thesis, Linköping University, Department of Management and Economics, 2003. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-1539.
Full textToday we are living in a knowledge-society where knowledge sharing is of utmost importance for companies in order to keep their competitiveness. Therefore, it is a much debated issue - in both the academic and the corporate world - in what way one should handle the knowledge which continuously is created within companies. The aim of this study is to describe how practitioners share tacit knowledge within a large knowledge company. By that we aim to get an answer to how the chosen theoretical models regarding tacit knowledge relate to the empirical world. In this study we will focus on tacit knowledge in contrast to explicit one. Further we will not study knowledge sharing between organisations but concentrate on this process within them. We chose to approach the purpose of this study in a qualitative way by conducting interviews within a large knowledge-firm. The company was Systems Integration within the Ericsson-group where we held interviews with four persons familiar with knowledge. Furthermore, we have perceived that theories concerning the knowledge-sharing process are relatively fragmented. Therefore, we have built a model which links the different theories together in order to give a better overview of the whole process. Having conducted the study, we found that the case company to some extent handlesknowledge in line with the theories chosen. Furthermore, we came to the conclusion that some modifications in the model are necessary in order to achieve a successful knowledge-sharing process.
St, Germain Lorraine. "Investigation of tacit knowledge in principal leadership." Diss., The University of Arizona, 2003. http://hdl.handle.net/10150/280453.
Full textLibetta, Leslie P. "Tacit knowledge and the computerisation of skill." Thesis, University of Bath, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.328535.
Full textHall, Heather Leigh. "Knowledge management in times of change: Tacit and explicit knowledge transfers." Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc4963/.
Full textCorwin, Rhonda Jean. "Strategies to Retain Tacit Knowledge From Baby Boomers." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/460.
Full textGamble, Jeanne. "Tacit knowledge in craft pedagogy : a sociological analysis." Doctoral thesis, University of Cape Town, 2004. http://hdl.handle.net/11427/14963.
Full textThis thesis explores the relationship between tacit knowledge and a pedagogy that centres round a master-apprentice relationship, in order to locate tacit craft knowledge within a broader taxonomy of knowledge forms and their transmission practices. By its own definition tacit knowledge constitutes a unique class of phenomenon, namely that which is not presentable in language. It is thus a difficult concept to grasp and an even more difficult concept to represent in words. Evidence from a single qualitative case study on craft transmission practices m the institutional training centre of the Furniture Industry Training Board (known as the 'trade school') in Cape Town is presented and analysed in accordance with a conceptual scheme that derives from the earlier work of Basil Bernstein. Against the background of this analysis of craft pedagogy, the nature of the 'tacit' is explored through a detailed analysis of the evaluative requirements of the final trade test. Thereafter a conceptual model is developed to provide a theoretical explanation for the form that tacit craft knowledge takes. The findings show that strong external 'classification' and 'framing' relations (terms developed by Bernstein) constitute the trade school as a specialised context that is temporarily insulated from the work practices of mass production factories. It is a particular relation between work organisation, tool and materials usage, that retains the traditional craft or trade of cabinet making as the 'identity' recognised as legitimate in the trade school. Internal 'framing' displays two modalities. While strong macro pacing that resembles the daily routine in a factory is maintained throughout the five stages of the apprenticeship curriculum, very weak initial framing over selection, sequencing and macro pacing allows apprentices to develop their own rhythms of work and to make their own decisions about task realisation. However, just before the end of the final stage and before apprentices take their final trade test framing over selection, sequencing and pacing is strengthened and made explicit. Evaluation criteria are very strongly framed in all stages of the apprenticeship curriculum. In terms of the regulative discourse of the trade school the master-apprentice relation is undoubtedly an asymmetrical relation that is mediated through a surrogate kinship role taken on by the master-trainer to exercise a form of positional control. The qualities of character and conduct that are transmitted are those of the autonomous artisan representing a collective craft tradition. The outcome of a strongly classified and framed craft pedagogy that centres round a master/apprentice relationship is found to be an external performance that is grounded or embedded in an internally held competence. Such internalised competence refers to a capacity for visualisation that acts as a proxy for a relationship between 'parts' and 'whole' that cannot be rendered in words. This relationship is held in the body and constitutes what can be called the 'tacit' in craft. The identity of the craft worker or 'tradesman' rests crucially on this combination of external performance and internalised time-space relation. Given this understanding of craft it becomes possible to describe craft as a restricted form of context independent 'knowledge' rather than merely as 'skill'. The conceptual model that is developed in the later part of the thesis locates craft as a form of knowledge that is independent of context in the sense that all craft knowledge realises an order of relation between the features of the object being made that is given by a particular embodied principle of arrangement. It is on this basis that craft takes its place in a systematic taxonomy of knowledge forms, which, although functioning at a fairly high level of abstraction, is nevertheless consistent with the empirical findings of the study. Implications of thesis findings and conclusions for an understanding of knowledge and pedagogy more generally are presented in the final chapter.
Hurst, Lauren R. "Identifying Tacit Knowledge Used by Secondary School Teachers." University of Toledo / OhioLINK, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=toledo1269962496.
Full textLozinski, Michalene. "Identifying Tacit Knowledge Use Among Experienced School Psychologists." University of Toledo / OhioLINK, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=toledo1325718918.
Full textNestor-Baker, Nancy Sue. "Tacit knowledge in the superintendency : an exploratory analysis /." The Ohio State University, 1999. http://rave.ohiolink.edu/etdc/view?acc_num=osu1488191667184603.
Full textAufderheide, Derek, Jeremy Maloy, and Michael Corrigan. "Air Force Operational Contracting Knowledge Assessment: analyzing explicit and tacit contracting knowledge." Monterey, California. Naval Postgraduate School, 2011. http://hdl.handle.net/10945/10729.
Full textThe Defense Acquisition Workforce Improvement Act (DAWIA) establishes education and training standards for acquisition personnel. These standards culminate into ascending levels of certification for acquisition professionals based on education, training, and experience. While the intent of DAWIA certification is to ensure acquisition professionals possess the requisite knowledge and experience to perform their duties, currently no method exists to effectively measure an individual's contracting knowledge. The Air Force Operational Contracting Knowledge Assessment (OCKA-AF) attempts to accurately assess an individual's tacit (experiential) and explicit (factual) operational contracting knowledge across the six phases of the contracting process. The assessment tool also identifies knowledge gaps between tacit and explicit knowledge. The OCKA-AF was deployed in the form of a web-based survey to two Air Force operational contracting squadrons and Air Force contracting students attending the Naval Postgraduate School. The survey results were analyzed, upon which recommendations were made to reduce existing tacit and explicit contracting knowledge gaps. Due to its knowledge assessment capability, the OCKA-AF may be beneficial to supervisors and senior contracting leadership in determining whether current training efforts are producing the desired results in knowledge capture or provide insight into areas requiring further training emphasis.
Bajracharya, Pranisha, and Masdeu Natalia Roma. "Tacit Knowledge Transfer in Small Segment of Small Enterprises." Thesis, Linköping University, Department of Management and Economics, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-6209.
Full textBackground: Though small enterprises are regarded as engine for the modern economy, they are not pioneers when it comes to implementing new advances like tacit knowledge transfer procedures. Tacit knowledge is often referred as skill, know-how and expertise which are embedded in each individual in an organization. The critical skills and competences of employees are intangible assets and firms’ intellectual resources. In this context, the tacit dimension of knowledge is potentially important to be transferred among individuals, either in tacit or explicit form, to build the core capabilities of small enterprises.
Problem Discussion: The existent Knowledge Management (KM) research has been mainly focused on big companies, providing little information for small enterprises. Authors believe the lack of attention that those small enterprises are putting on the strategic management of their knowledge is worrying. Tacit knowledge is one of the less explored areas within KM due to the difficulty to codify, formulate or express it. Despite this fact, it is perceived as “some kind of Holy Grail that will enable magnificent things to happen as soon as the codes of tacit knowledge have been deciphered”.
Purpose: The purpose of this study is to increase the understanding of the transference of tacit knowledge among individuals within small segment of small enterprises.
Method: To gather the information pertaining to tacit knowledge transfer in the small segment of small enterprises, authors have performed a qualitative and explanatory research by conducting several interviews with two small companies.
Result: Tacit to tacit knowledge transfer has been identified as more relevant than tacit to explicit conversion in the small segment of small enterprises. Therefore the main drivers of the transference of tacit knowledge are learning at personal level and common culture. Time, cost and distance have been recognized as major problems for small enterprises when transferring tacit knowledge.
Facione, Anethra Adeline. "Baby Boomers Retiring: Strategies for Small Businesses Retaining Explicit and Tacit Knowledge." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2651.
Full textWoo, Jeong-Han. "Sharing tacit design knowledge in a distributed design environment." Texas A&M University, 2005. http://hdl.handle.net/1969.1/4369.
Full textMuniz, Andrew Everardo. "The retention of tacit knowledge in higher learning administration." Thesis, Baker College (Michigan), 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3568224.
Full textHigher education institutions (HEIs) could be among organizations without effective programs for preserving tacit knowledge (TK) when knowledge workers retire, quit, take a leave of absence, or are terminated. The theoretical underpinnings of this study were neuroscience related to brain learning physiology, transformational leadership theory, succession planning theory, and knowledge management theory. Research questions addressed (a) what is the level of awareness of the role of tacit knowledge in the administration of higher education, (b) what methods exist for capturing, sharing, and creating tacit knowledge that can be effectively integrated in succession planning, and (c) what unique elements exist in the administration of higher-education that either support or prevent tacit knowledge preservation, sharing, and creation through succession planning initiatives. Data collection involved interviews and document review at a Midwestern college. Findings included the need for trust and open communication and leader behavior to support optimal TK transfer. Participants were aware of TK and its importance and recognized a connection between TK and succession planning. Participants suggested high level activities; emphasized debriefing for verifying TK transfer, transfer of roles and responsibilities over time, continued access to mentors, and allocation of adequate time to deploy these steps in succession planning. The researcher developed a nine-step process model for integrating TK in institutions with a formal succession planning program. This process model includes organization-wide education and communication focused on the concepts of TK and involves steps for capture, measurement, and sustained retention of all forms of TK as part of institutional culture.
Nousala, Susu, and susnousala@econ-km com. "Tacit knowledge networks and their implementation in complex organisations." RMIT University. Aerospace, Mechanical and Manufacturing Engineering, 2006. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20070209.095245.
Full textSwart, Juani. "Self-awareness and collective tacit knowledge : an exploratory approach." Thesis, University of Bath, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.341144.
Full textTakhtravanchi, M. "Tacit knowledge integration within the traditional construction procurement system." Thesis, University of Salford, 2017. http://usir.salford.ac.uk/42537/.
Full textFarrar, Nicholas Stewart. "Tacit knowledge, learning and expertise in dry stone walling." Thesis, University of Huddersfield, 2006. http://eprints.hud.ac.uk/id/eprint/4729/.
Full textFuller, Lajuan Perronoski. "Trust| A Pathway to Overcome Tacit Knowledge Transfer Barriers." Thesis, Trident University International, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10788944.
Full textOrganizations that value tacit knowledge transfer (TKT) have significant advantages over competitors. The knowledge management (KM) community has identified willingness to share and use information as a TKT barrier. Trust has been revealed as key for building effective organization relationships. This study examined stages of trust as a pathway to bridge barriers that affect TKT. It was theorized that, if stages of professional relationship trust existed, then employees would be willing to share and use tacit knowledge. This was the foundation and inspiration for learning methods to measure and improve TKT. This quantitative research used structural equation modeling to investigate the direct effects of calculus-based trust (CBT), knowledge-based trust (KBT) and identity-based trust (IBT) on willingness to share and use tacit knowledge. Each stage was investigated individually. Results indicated that CBT and KBT significantly influenced TKT among employees. Employees in the CBT and KBT stage were more willing to share and use tacit knowledge. The results confirmed that CBT and KBT were pathways that bridged gaps for learning how to overcome TKT barriers.
Heiker, Iwdal Oskar, and Helena Farah. "Affärsänglar - Ett företags räddning eller fördärv?" Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-18545.
Full textAbstract The need for capital is very large for a company at the startup of operations. The difficulty to obtain external capital usually occurs at this stage, since it would permit an angel to provide capital and be very helpful for the company. Angel is an individual or a collection of individuals who invest financial capital. These angels also bring business knowledge to unlisted companies where they see growth potential. For a company to use equity as a financing source in the best way, they must first understand what an angel investor has the properties and how they act. The purpose of this thesis is to study how active business angel’s argue regarding their investments in the life cycle hypothesis. Furthermore, to study how information asymmetry between the active business angel and the contractors is affected before and during the investment process. We conduct a qualitative survey through interviews with four business angels in Sweden, to get an idea of a business angel investment strategies and the relationship between an angel and entrepreneur. The business angels that have been selected are experienced in this type of investment. This choice is due to us to have a broad and deep understanding of how business angels go about it, and the values that business angels are focusing on in their investment decisions. The chosen theory is taken from previous studies, articles and relevant books, which are related to the investment's life cycle theory and information asymmetry theories, how they affect a business angel’s investment decisions and strategies in their daily work. With these theories in mind, we've gathered empirical data from business angels, which are reported in the empirical chapter. The analysis has been created in light of empirical and theoretical frameworks in order to create a credible and realistic view of how an angel investor acting in their investment decisions. In conclusion described the most significant factors underlying business investment angels.
Shaw, Nicholas. "A Knowledge Management System (KMS) Using a Storytelling-based Approach to Collect Tacit Knowledge." Diss., NSUWorks, 2018. https://nsuworks.nova.edu/gscis_etd/1033.
Full textPraveenShivakumar and Krishna Kanth Vijapurapu. "Tacit Knowledge Preservation at Vendor Organizations in Offshore Outsourcing Software Development." Thesis, Blekinge Tekniska Högskola, Institutionen för programvaruteknik, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-1995.
Full textLawton, Jacquiann T. "Tracking tacit knowledge a toolkit for architecture pedagogy and practice /." [Gainesville, Fla.] : University of Florida, 2009. http://purl.fcla.edu/fcla/etd/UFE0025039.
Full textPerjanik, Nicholas Steven. "Tacit Knowledge Capture and the Brain-Drain at Electrical Utilities." Thesis, Walden University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10118978.
Full textAs a consequence of an aging workforce, electric utilities are at risk of losing their most experienced and knowledgeable electrical engineers. In this research, the problem was a lack of understanding of what electric utilities were doing to capture the tacit knowledge or know-how of these engineers. The purpose of this qualitative research study was to explore the tacit knowledge capture strategies currently used in the industry by conducting a case study of 7 U.S. electrical utilities that have demonstrated an industry commitment to improving operational standards. The research question addressed the implemented strategies to capture the tacit knowledge of retiring electrical engineers and technical personnel. The research methodology involved a qualitative embedded case study. The theories used in this study included knowledge creation theory, resource-based theory, and organizational learning theory. Data were collected through one time interviews of a senior electrical engineer or technician within each utility and a workforce planning or training professional within 2 of the 7 utilities. The analysis included the use of triangulation and content analysis strategies. Ten tacit knowledge capture strategies were identified: (a) formal and informal on-boarding mentorship and apprenticeship programs, (b) formal and informal off-boarding mentorship programs, (c) formal and informal training programs, (d) using lessons learned during training sessions, (e) communities of practice, (f) technology enabled tools, (g) storytelling, (h) exit interviews, (i) rehiring of retirees as consultants, and (j) knowledge risk assessments. This research contributes to social change by offering strategies to capture the know-how needed to ensure operational continuity in the delivery of safe, reliable, and sustainable power.
Naidoo, Aneshveran. "Emerging market entry strategy and decision-making : the influence of tacit knowledge and explicit knowledge." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/59733.
Full textMini Dissertation (MBA)--University of Pretoria, 2017.
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Smith, Simon Paul. "Towards a knowledge management methodology for articulating the role of hidden knowledges." Thesis, University of Oxford, 2012. http://ora.ox.ac.uk/objects/uuid:32449230-a86a-453b-b9d4-dca2d0b7be3c.
Full textAmbrosini, Veronique. "Tacit routines as a source of competitive advantage." Thesis, Cranfield University, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.391573.
Full textRudlid, Patrick, and Sandra Johansson. "Knowledge Management : En modell för hur kunskap kan identifieras och överföras." Thesis, Linnaeus University, School of Computer Science, Physics and Mathematics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-6999.
Full textAtt hantera kunskapen inom organisationer blir allt viktigare för att kunna förbättra den organisatoriska konkurrenskraften. Detta kan bland annat uppnås genom ett ökat utnyttjande av kunskapskapitalet. Kunskapskapitalet brukar vanligtvis handla om att utforska tacit kunskap, det vill säga den kunskapen som finns i de anställdas sinnen.
Från år 2010 och fyra år framåt förväntas en stor utmarsch av 40-talister från den svenska arbetsmarknaden. Detta kommer att få konsekvenser på arbetsplatserna. Konsekvenserna kommer bland annat att bli i form av underskott i kunskapskapitalet.
Syftet med uppsatsen är ta fram en modell som illustrerar hur kunskap kan identifieras och överföras. För att kunna besvara syftet har en abduktiv ansats och en kvalitativ datainsamlingsmetod använts i studien. Totalt har två observationer och fyra intervjuer genomförts. Studien har genomförts på fallföretaget Electrolux Laundry Systems i Ljungby och datainsamlingen har skett inom enheten Hydraulpressningsgruppen.
I studien kommer begreppet kunskap och dess olika typer att redas ut. Vidare kommer det beskrivas hur kunskap kan identifieras, konverteras och överföras.
Vi har utformat en analys som är baserad på den teoretiska referensramen. Analysen är utformad för att spegla syftet och problembakgrunden i studien. Den bygger på tre övergripande delar, kunskapsbegreppet, kunskapsidentifiering och kunskapsöverföring.
Resultatet av studien är en modell som skapar en förståelse för hur kunskapsidentifiering och kunskapsöverföring kan gå till. Studien har även kommit fram till att det finns hinder som kan försvåra en effektiv kunskapshantering.
Managing knowledge is becoming increasingly important to improve the organizational competitiveness. This can be achieved by a greater use of the knowledge capital. This usually means to explore the tacit knowledge which exists in the minds of the employees. In Sweden, from 2010 and four years onwards, a great walkout is expected among the people being born in the 40s.
The purpose of this essay is to create a model that illustrates how knowledge can be identified and transferred.
The methodology used in this study aims to attain the purpose by using a qualitative method in which interviews and observations are combined.
The study has been carried out at the case company, Electrolux Laundry Systems in Ljungby, Sweden.
The authors have developed an analysis which is based on the theoretical framework. This analysis consists of three main parts, knowledge identification, knowledge transfer and a model for knowledge management.
The conclusion in this essay is a model that creates an understanding of how knowledge can be identified and transferred. The study also found that there are obstacles that might constrain an effective knowledge management.
Stighammar, Catrin, and Diana Puerto. "How to share what you cannot see : A study of the sharing of tacit knowledge within PricewaterhouseCoopers." Thesis, Linnaeus University, Linnaeus School of Business and Economics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-5858.
Full textThe necessity of managing the tacit knowledge sharing is becoming more significant because of the upcoming demographic changes facing companies all over the industrialized part of the world. The so called baby boomers born in the middle part of the 20th century will soon reach the retirement age and this is anticipated to create an extensive loss of knowledge. In light of that, companies face a dilemma when over bridging the knowledge gap between their more experienced senior employees who have accumulated plenty of knowledge and the novel ones. It opens the discussion concerning how to “capture” that knowledge since it is the competitive advantage in the contemporary world. This is particularly sensible for knowledge-based firms which are the main focus of this study.
Scholars have developed different approaches of the knowledge sharing phenomenon, but still there is a lack of understanding regarding how this abstract process should be supported in a daily basis. This work investigates the factors that aid or hinder the knowledge process within consulting firms as a prerequisite to reach a greater awareness of the particular setting that will foster the sharing. Supported by a theoretical background, this was accomplished by following a systems approach, favoring qualitative methods. The empirical data was collected using semistructured qualitative interviews within the headquarter offices of Pricewaterhouse Coopers in Stockholm, Sweden.
The exploratory results suggest that by converging specific aspects, consulting firms can overcome the most common barriers when sharing knowledge transfer. Furthermore, it is pointed out the positive conditions a firm has to develop as well as Theoretical and Managerial implications.
Funk, Benjamin Joseph. "Harnessing tacit and explicit knowledge : an empirical investigation of knowledge-centric drivers of service management performance." Thesis, London Business School (University of London), 2008. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.497795.
Full textKnaack, Rainer. "Decisive leadership by tacit knowledge how to react as an organisation on change and fluctuating knowledge." Saarbrücken VDM Verlag Dr. Müller, 2007. http://d-nb.info/986349097/04.
Full textMajavu, Mluleki Justice. "Application of a knowledge management system for tacit knowledge in the railway sector in South Africa." Thesis, Cape Peninsula University of Technology, 2016. http://hdl.handle.net/20.500.11838/2434.
Full textThis research reports on a study conducted in the railway industry in South Africa, the purpose being to help the railway industry by showing how a knowledge management system can be used in the task of extracting tacit knowledge. In the light of the fact that railways in many countries throughout the world function as an effective mass transportation system for passengers, this study aims to design and propose a model that will help the railway industry in South Africa in the task of implementing a knowledge management system to facilitate the process of extracting tacit knowledge from experienced employees and making it explicit knowledge in order to sustain railway system operations. This study looked at the process of designing a model that is presented as a recommendation to be used for a knowledge management system in the railway sector in South Africa. The aim of this study is not to provide a technical solution but to give a viable and workable reply to the main research question of this study: How can a knowledge management system be implemented or deployed to the railway sector?
Wood, Nicola. "Transmitting craft knowledge : designing interactive media to support tacit skills learning." Thesis, Sheffield Hallam University, 2006. http://shura.shu.ac.uk/3202/.
Full textTakpuie, Deon. "Factors impacting on tacit knowledge transfer within Scrum software development teams." Master's thesis, University of Cape Town, 2014. http://hdl.handle.net/11427/13322.
Full textPathirage, Chaminda P. "A structured approach to manage the tacit knowledge of construction employees." Thesis, University of Salford, 2007. http://usir.salford.ac.uk/26857/.
Full textOkupe, Adun. "Tacit knowledge revealed : developing a plain language inventory for airline leadership." Thesis, University of Surrey, 2015. http://epubs.surrey.ac.uk/807286/.
Full textHolgersson, Fredrik. "Tacit knowledge – the sharing of experiences in a CM-firm: : A case study of Forsen Projekt AB." Thesis, KTH, Fastigheter och byggande, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-125047.
Full textGisterå, Sophie, and Minea Carlander. "Transferring Knowledge from a Crowd to a Retail Company - A case study of Roamler Sweden." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-260315.
Full textHaglund, Nathalie, and Frida Wåhlberg. "Knowledge transfer between projects : Exploring the receiver’s perspective." Thesis, Linköpings universitet, Företagsekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-120793.
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