Journal articles: 'Tacit/Explicit Knowledge'

1

MURATA, Yoshimi. "From Tacit Knowledge to Explicit Knowledge." Journal of the Society of Mechanical Engineers 118, no. 1156 (2015): 134–35. http://dx.doi.org/10.1299/jsmemag.118.1156_134.

Full text

APA, Harvard, Vancouver, ISO, and other styles

2

Cairó Battistutti, Osvaldo, and Dominik Bork. "Tacit to explicit knowledge conversion." Cognitive Processing 18, no. 4 (July 4, 2017): 461–77. http://dx.doi.org/10.1007/s10339-017-0825-6.

Full text

APA, Harvard, Vancouver, ISO, and other styles

3

Archibald, Tom, Jeanne Peiffer, and Norbert Schappacher. "Explicit Versus Tacit Knowledge in Mathematics." Oberwolfach Reports 9, no. 1 (2012): 131–210. http://dx.doi.org/10.4171/owr/2012/04.

Full text

APA, Harvard, Vancouver, ISO, and other styles

4

Agassi, Joseph. "Book Review: Tacit and Explicit Knowledge." Philosophy of the Social Sciences 43, no. 2 (May 10, 2013): 275–79. http://dx.doi.org/10.1177/0048393111400704.

Full text

APA, Harvard, Vancouver, ISO, and other styles

5

Warde, Alan. "Book Review: Tacit and Explicit Knowledge." Sociological Review 58, no. 4 (November 2010): 714–16. http://dx.doi.org/10.1111/j.1467-954x.2010.01954.x.

Full text

APA, Harvard, Vancouver, ISO, and other styles

6

Indriani, Made Novia, I. Nyoman Arya Thanaya, Nyoman Yudha Astana, and A. A. Gde Agung Yana. "Knowledge Sharing In Perspective Of Tri Kaya Parisudha And Its Effect On Value Engineering Construction Projects." International Journal of Engineering and Emerging Technology 5, no. 1 (July 28, 2020): 61. http://dx.doi.org/10.24843/ijeet.2020.v05.i01.p12.

Full text

Abstract:

Abstract Knowledge is the implementation of information and is convinced can be used for decision making. In this 21st century the success of an organization depends very much on the knowledge they have and how to utilize existing knowledge. The objectives of the research are to know and understand the effect of tacit knowledge and explicit knowledge in the Tri kaya Parisudha perspective on the value engineering of construction projects and to know and understand the influence of explicit knowledge mediating the relationship of tacit knowledge to the value engineering of construction projects. Quantitative analysis used is multivariate analysis using structural equation modeling or SEM with a variance-based or component-based approach called PLS (Partial Least Square). Tacit knowlege in manacika perspective significantly influences explicit knowledge in wacika and kayika perspectives, as well as tacit knowlege and explicit knowledge in manacika, wacika and kayika perspectives significantly influence construction project value engineering. Whereas explicit knowledge partially mediates between tacit knowledge to value engineering on construction project. Index Terms— Knowledge sharing, Tri Kaya Parisudha, Value engineering, Construction projects.

APA, Harvard, Vancouver, ISO, and other styles

7

Obrenovic, Bojan, Slobodan Obrenovic, and Akmal Hudaykulov. "The value of knowledge sharing: impact of tacit and explicit knowledge sharing on team performance of scientists." International Journal of Management Science and Business Administration 1, no. 2 (2015): 33–52. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.12.1003.

Full text

Abstract:

Knowledge sharing that takes place among team members is a process of great relevance that builds ties and relationships which in turn results in positive organizational and team outcomes. However, as it is not usually formally included in the job descriptions and is not a formal part of organizations’ and team activities, it is considered to be an organization citizenship behavior. Our paper emphasizes significance of tacit and explicit knowledge sharing to team performance in the context of scientific cooperation. Positive relationship between tacit knowledge sharing and explicit knowledge sharing with team performance was found using linear regression. Furthermore, high levels of knowledge sharing and team performance were identified among scientists.

APA, Harvard, Vancouver, ISO, and other styles

8

Herschel, Richard T., Hamid Nemati, and David Steiger. "Tacit to explicit knowledge conversion: knowledge exchange protocols." Journal of Knowledge Management 5, no. 1 (March 2001): 107–16. http://dx.doi.org/10.1108/13673270110384455.

Full text

APA, Harvard, Vancouver, ISO, and other styles

9

Herschel, Richard, Hamid Nemati, and David Steiger. "Knowledge Exchange Protocols: A Second Study." Journal of Information & Knowledge Management 02, no. 02 (June 2003): 153–63. http://dx.doi.org/10.1142/s0219649203000085.

Full text

Abstract:

In the knowledge management domain, the conversion of tacit knowledge to explicit knowledge is critical because it is a prerequisite to the knowledge amplification process wherein knowledge becomes part of an organization's knowledge network. Moreover, this process is strategically important because it enhances an organization's ability to create new knowledge that is inevitably expressed through the organization's capabilities, products, and services. The conversion of tacit to explicit knowledge is particularly relevant to information technology (IT), because IT can only partially facilitate tacit knowledge management, while it offers a substantial number of techniques to support the management and sharing of explicit knowledge. In this paper, knowledge exchange protocols are examined as a vehicle for improving the tacit-to-explicit knowledge conversion process. In a second experiment testing the use of knowledge exchange protocols, initial findings are confirmed: while structure may significantly improve the tacit-to-explicit knowledge conversion process, it also matters how the structure is employed in this process.

APA, Harvard, Vancouver, ISO, and other styles

10

Shah, Syed Rahmatullah, and Khalid Mahmood. "Contributing factors in knowledge sharing for performance of university students in teachers’ training programs." Library Management 37, no. 8/9 (November 14, 2016): 496–506. http://dx.doi.org/10.1108/lm-09-2016-0067.

Full text

Abstract:

Purpose The purpose of this paper is to study stated effects of independent variables of trust, social networks, and information and communication technologies (ICTs) on explicit and tacit knowledge. Further, it explained contributions of explicit and tacit knowledge to performance in academic environment. Design/methodology/approach This study is based on research model of hypothetical relationships of various criterion and predictor variables. Structural equation model was used in which research model was analyzed by using confirmatory factor analysis. Findings Some criterion variables were observed for predictor variables of explicit and tacit knowledge. It was observed that explicit knowledge contributed indirectly and tacit knowledge contributed directly to overall performance. Current research explained explicit and tacit knowledge as contributors for performance. It also explained effects and patterns of explicit and tacit knowledge toward performance. Originality/value This research highlighted that the effects of contributing factors for explicit and tacit knowledge have variations in response to socio-economic and geo-political circumstances. These variations can be expected from other issues like use and access of ICTs. But contributing pattern of knowledge for performance remains same.

APA, Harvard, Vancouver, ISO, and other styles

11

Chu, Mei-Tai, Sedigheh Rezaeian Fardoei, Hasan Fallah, Sepehr Ghazinoory, and Alireza Aliahmadi. "MODELING NATIONAL INNOVATION SYSTEM ENABLED BY KNOWLEDGE MANAGEMENT." Journal of Business Economics and Management 15, no. 5 (November 27, 2014): 964–77. http://dx.doi.org/10.3846/16111699.2013.764923.

Full text

Abstract:

The main objective of this paper is to explore the model of how knowledge management functions enables national innovation system. To achieve the objectives of the study, a conceptual framework is proposed and described, then the systemic analysis is undertaken. Path coefficient and t-value are also used to measure the relationships among chosen variables. A great number of sources are used to collect data, including questionnaires, interviews, observations, and literature review. The achievements of the study demonstrate 10 distinctive national innovation system performance dimensions and the relationship with knowledge management functions. The first layer includes explicit knowledge, while the second layer deals with tacit knowledge. Both of two layers link to a complete knowledge management functions and processes: explicit knowledge building, explicit knowledge gathering, explicit knowledge distributing, explicit knowledge reusing, tacit knowledge capturing, tacit knowledge sharing tacit knowledge disseminating, tacit knowledge innovating; whereas the third layer includes NIS enablers items or performance dimension of national innovation system: quality, effectiveness, quantity, codification, structure, efficiency, internalization, expertise, effectiveness.

APA, Harvard, Vancouver, ISO, and other styles

12

Chilton, Michael A., and James M. Bloodgood. "The Dimensions of Tacit & Explicit Knowledge." International Journal of Knowledge Management 4, no. 2 (April 2008): 75–91. http://dx.doi.org/10.4018/jkm.2008040106.

Full text

APA, Harvard, Vancouver, ISO, and other styles

13

Wyatt, Jeremy C. "10. Management of explicit and tacit knowledge." Journal of the Royal Society of Medicine 94, no. 1 (January 2001): 6–9. http://dx.doi.org/10.1177/014107680109400102.

Full text

APA, Harvard, Vancouver, ISO, and other styles

14

Bijker, Wiebe E. "Tacit and Explicit Knowledge (review)." Technology and Culture 52, no. 4 (2011): 809–10. http://dx.doi.org/10.1353/tech.2011.0164.

Full text

APA, Harvard, Vancouver, ISO, and other styles

15

Addis, Mark. "Tacit and explicit knowledge in construction management." Construction Management and Economics 34, no. 7-8 (May 10, 2016): 439–45. http://dx.doi.org/10.1080/01446193.2016.1180416.

Full text

APA, Harvard, Vancouver, ISO, and other styles

16

Zebal, Mostaque, Ahmed Ferdous, and Colin Chambers. "An integrated model of marketing knowledge – a tacit knowledge perspective." Journal of Research in Marketing and Entrepreneurship 21, no. 1 (July 8, 2019): 2–18. http://dx.doi.org/10.1108/jrme-03-2018-0018.

Full text

Abstract:

Purpose The purpose of this paper is to develop and propose an integrated model of marketing knowledge from a tacit knowledge management perspective. This paper further aims at developing a linkage between explicit knowledge perspective (internal and external marketing) and tacit knowledge orientation of an organization, leading to improved business success. Design/methodology/approach This paper develops a conceptual model showing the integration of the internal, tacit and explicit knowledge perspectives that results in improved business success. The proposed model and associated propositions are drawn from the synthesis of relevant knowledge and marketing literature. Findings Five major associated propositions are offered in the paper, which inform both scholars and practitioners about what constitutes a holistic market orientation and how organizations can achieve business success by adopting both an internal and external orientation to tacit and explicit knowledge management. Originality/value The model makes an original contribution to theoretical and organizational marketing management knowledge. It does this by extending the conceptual and operational boundaries of existing models of internal and external marketing, aimed at helping organizations achieve competitive advantage and business success.

APA, Harvard, Vancouver, ISO, and other styles

17

López-Cabarcos, M. Ángeles, Suresh Srinivasan, and Paula Vázquez-Rodríguez. "The role of product innovation and customer centricity in transforming tacit and explicit knowledge into profitability." Journal of Knowledge Management 24, no. 5 (May 29, 2020): 1037–57. http://dx.doi.org/10.1108/jkm-02-2020-0087.

Full text

Abstract:

Purpose By fusing knowledge-based theory, organizational learning theory and dynamics capability theory, this study aims to explore, on the one hand, the linkage between exploration, sensing and tacit knowledge, and on the other hand, exploitation, seizing and explicit knowledge. Thereby, it argues that not only tacit knowledge but also explicit knowledge contributes to competitive advantage for firms. This study also investigates how knowledge transforms into profitability. Design/methodology/approach The conceptual model is tested with a study sample of 153 industrial organizations using structural equation modelling. Findings Results confirm the importance of both tacit and explicit knowledge for achieving sustainable competitive advantages. Furthermore, both tacit and explicit knowledge transform into profitability, both directly and through product innovation and customer centricity which play partial mediating roles. Practical implications Explicit knowledge strategies can be easier to manage, implement and institutionalize than tacit knowledge strategies, which require human component and intervention to succeed. Managers should hence first implement explicit knowledge strategies to gain expeditious results. Further, with the advent of digital technologies and algorithms that can extract deep customer insights and organizational experiences which are highly tacit in nature and codifying the same into explicit knowledge, the importance of explicit knowledge is further enlarged. Originality/value By fusing three adjacent theories to establish a robust model specification, this study is able to demonstrate the contribution of explicit knowledge in the firm’s competitive advantages.

APA, Harvard, Vancouver, ISO, and other styles

18

Jasimuddin, Sajjad M., Jonathan H. Klein, and Con Connell. "The paradox of using tacit and explicit knowledge." Management Decision 43, no. 1 (January 1, 2005): 102–12. http://dx.doi.org/10.1108/00251740510572515.

Full text

Abstract:

PurposeThis paper contrasts two perspectives on the distinction between tacit and explicit knowledge: on the one hand, the perspective that categorises knowledge as belonging to either one or the other class; and, on the other hand, the perspective that views knowledge type as a graded continuum.Design/methodology/approachThe paper explores the extensive literature on the topic, and from this literature engages in conceptual development.FindingsThe paper adopts the view that the continuum perspective, in which knowledge in a particular context has both tacit and explicit characteristics, is of particular value when considering the knowledge strategy of an organisation. Whereas the former perspective presents a well‐known dilemma, the continuum perspective permits the specification of a strategy in which the advantages of both tacit and explicit knowledge can, in principle, be obtained. One such strategy might be one that renders organisational knowledge as internally explicit, but externally tacit.Originality/valueThe paper develops a view of the explicit/tacit dilemma that leads to a possible way forward in resolving the dilemma for organisations.

APA, Harvard, Vancouver, ISO, and other styles

19

Wei, Chen, and Wang Qi. "External Social Capital, Inter-Organizational Knowledge Trading and Enterprise Innovation Performance in Supply Chain: Evidence from Manufacturing Enterprises in China." Journal of Business Theory and Practice 6, no. 4 (October 29, 2018): 308. http://dx.doi.org/10.22158/jbtp.v6n4p308.

Full text

Abstract:

<em>Based on perspective of cooperative innovation in supply chain, a conceptual model for the effect of external social capital, inter-organizational knowledge trading on enterprise innovation performance is proposed and empirically tested using the data collected from 256 enterprises in supply chain through the structural equation modeling. The external social capital consists of external cognitive capital, external relationship capital, external structure capital and external position capital in this paper. Inter-organizational knowledge trading is divided into explicit knowledge trading and tacit knowledge trading. The results show that external structure capital and external position capital have significant positive impact on explicit knowledge trading, tacit knowledge trading and enterprise innovation performance. External cognitive capital has significant positive impact on explicit knowledge trading and tacit knowledge trading, it does not impact enterprise innovation performance significantly. Although external relationship capital has significant positive impact on tacit knowledge trading, it does not impact explicit knowledge trading and enterprise innovation performance significantly. Finally, we also find that explicit knowledge trading and tacit knowledge trading have significant positive impact on enterprise innovation performance.</em>

APA, Harvard, Vancouver, ISO, and other styles

20

Setiawan, M. Taufiq. "PENERAPAN TACIT KNOWLEDGE DAN EXPLICIT KNOWLEDGE: PENGARUHNYA TERHADAP KINERJA KARYAWAN DAN KEBIJAKAN KOMPENSASI (Studi pada Karyawan Hotel Zam Zam Kota Batu)." Jurnal MD 3, no. 2 (December 1, 2017): 213–24. http://dx.doi.org/10.14421/jmd.2017.32-06.

Full text

Abstract:

The aim of this research is to analyze and explain the influence of tacit knowledge on the employee performance, the influence of explicit knowledge on the employee performance, the influence of tacit knowledge on the compensation policy, the influence of explicit knowledge on the compensation policy, and the influence of employee performance on the compensation policy. The research is conducted in Hotel Zam Zam, located in Batu Tourism City, East Java. The population of the research is 50 employees of Hotel Zam Zam. This research uses saturated sampling or population sampling, with the whole population of 50 people as the sample. Questionnaires were used to obtain the data. The research results show that: First, tacit knowledge significantly influences employee performance; second, explicit knowledge significantly influences employee performance; third, tacit knowledge significantly influences compensation policy; fourth, explicit knowledge significantly influences compensation policy; and the last, employee performance significantly influences compensation policy.

APA, Harvard, Vancouver, ISO, and other styles

21

Grandinetti, Roberto. "The explicit dimension: what we could not learn from Polanyi." Learning Organization 21, no. 5 (July 8, 2014): 333–46. http://dx.doi.org/10.1108/tlo-06-2013-0027.

Full text

Abstract:

Purpose – This paper aims to clarify that the link between Michael Polanyi’s tacit knowledge theory and the field of knowledge management research does not withstand in-depth analysis. Second, the paper suggests a way to emerge from the ambiguity that unavoidably results from using the tacit knowledge concept in knowledge management studies. Design/methodology/approach – The paper begins with an analysis of the tacit knowledge theories developed by Polanyi, by cognitive psychologists and by knowledge management scholars. It goes on to formulate a new conceptual framework of tacit knowledge. Findings – This proposal consists in assuming that the terms “unconscious” and “tacit” are not interchangeable and, consequently, redefining the epistemological profile of knowledge management theory so as to acknowledge the existence of two planes of analysis. One is occupied by the process through which individuals gain knowledge, or the knowing process, which may be unconscious or conscious. The other contains the dichotomy between tacit knowledge and explicit knowledge, where the two terms indicate two alternative states that only consciously developed knowledge can adopt. Research limitations/implications – The paper provides support for the two-planes idea by referring to contributions from various disciplines, and particularly from cognitive psychology studies concerned with unconscious knowledge; a more thorough and extensive review would be needed, however, to fully demonstrate the proposal. Originality/value – Distinguishing between two planes of analysis makes it possible to unveil the mystery of tacit knowledge.

APA, Harvard, Vancouver, ISO, and other styles

22

Bhardwaj, Meeta, and John Monin. "Tacit to explicit: an interplay shaping organization knowledge." Journal of Knowledge Management 10, no. 3 (May 2006): 72–85. http://dx.doi.org/10.1108/13673270610670867.

Full text

APA, Harvard, Vancouver, ISO, and other styles

23

Richards, Debbie. "Blurring the Distinction between Tacit and Explicit Knowledge." Journal of Decision Systems 11, no. 2 (January 2002): 149–64. http://dx.doi.org/10.3166/jds.11.149-164.

Full text

APA, Harvard, Vancouver, ISO, and other styles

24

Hibbi, Fatima-Zohra, Otman Abdoun, and Haimoudi El Khatir. "Extract Tacit Knowledge in the Learner Model of the Smart Tutoring System." International Journal of Emerging Technologies in Learning (iJET) 15, no. 04 (February 26, 2020): 235. http://dx.doi.org/10.3991/ijet.v15i04.11781.

Full text

Abstract:

Knowledge management (KM) is one of the main factors that have become extremely popular in recent years. KM is the processes which people explain information data using scientific and technological media and summarize it into concepts and rules to generate knowledge. This later can be implicit or explicit one. The aim of this contribution is to convert the tacit knowledge into explicit using Metaheuristics techniques. This paper aims to develop a model for converting tacit knowledge into explicit knowledge, using the Metaheuristics algorithm for the E-learning platform. For that purpose, the knowledge conversion process will respect the following steps: define the source of tacit knowledge and their methods, classify the tacit knowledge, then we evaluate the implicit knowledge conversion.

APA, Harvard, Vancouver, ISO, and other styles

25

Wang, Juanru, and Baolin Li. "Impact of Repatriate’s Knowledge Transfer on Enterprise Performance: The Mediating Effect of Ambidexterity Innovation." Journal of Systems Science and Information 4, no. 1 (February 25, 2016): 56–67. http://dx.doi.org/10.1515/jssi-2016-0056.

Full text

Abstract:

AbstractThis paper proposes that repatriate’s knowledge transfer is composed of two dimensions: Explicit knowledge transfer and tacit knowledge transfer. The influencing of repatriate’s knowledge transfer on enterprise performance is discussed, and the mediating role of ambidexterity innovation in the above relationships is analyzed. Then, relative assumptions are put forward, and theoretical model is established. Lastly, 156 multinational corporations are selected as study object, and data are collected, bias analysis, descriptive statistic analysis and hierarchical regression analysis are made. The conclusions are got, which are explicit knowledge transfer and tacit knowledge transfer have significant positive effect on exploitative innovation and exploratory innovation, respectively; and explicit knowledge transfer has more effect on exploitative innovation, while tacit knowledge transfer has more effect on exploratory innovation. The findings also indicate that exploitative innovation and exploratory innovation play partial mediation effect on the relationship between explicit knowledge transfer, tacit knowledge transfer and enterprise performance.

APA, Harvard, Vancouver, ISO, and other styles

26

Wahyuni, Ayu Endah. "PENGARUH TACIT DAN EXPLICIT KNOWLEDGE UNTUK MENINGKATKAN KINERJA IKM." Jurnal Ilmiah Teknologi Infomasi Terapan 5, no. 1 (September 2, 2019): 45–50. http://dx.doi.org/10.33197/jitter.vol5.iss1.2018.252.

Full text

Abstract:

Industri kecil menengah (IKM) di Indonesia belum mampu dalam berdaya saing dan mempertahankan competitive advantage terhadap produk asing. Pemanfaatan tacit knowledge dan explicit knowledge belum maksimal, padahal faktor tersebut menjadi sumber keunggulan bersaing dan kemampuan industri dalam berinovasi. Sementara itu, pertumbuhan produksi IKM belum mencapai target yang diharapkan karena performansi IKM masih rendah, sehingga mempengaruhi produktivitasnya. Akar permasalahan penelitian ini terletak pada optimalisasi tacit knowledge dan explicit knowledge belum maksimal terhadap peningkatan organizational performance pada IKM. Penelitian ini bertujuan untuk menguji dan mengembangkan suatu model dengan mengintegrasikan faktor yang terkait dengan tacit knowledge dan explicit knowledge dalam peningkatan organizational performance. Metode pengumpulan data melalui kuesioner dengan IKM kota Bandung sebagai responden penelitian. Pengolahan data menggunakan metode partial least square path modelling (PLS-PM).

APA, Harvard, Vancouver, ISO, and other styles

27

Aksa, Furqan Ishak. "Wisdom of Indigenous and Tacit Knowledge for Disaster Risk Reduction." Indonesian Journal of Geography 52, no. 3 (December 31, 2020): 418. http://dx.doi.org/10.22146/ijg.47321.

Full text

Abstract:

This article aims to identify the types of knowledge needed in reducing the risk of disasters and challenges in applying knowledge. Based on the literature review, this article analyzes various kinds of knowledge, the process of knowledge creation, and the challenges of knowledge transmission. Basically, knowledge consists of explicit and tacit knowledge. In the context of disasters, most of the knowledge is tacit in individual local people (indigenous knowledge). Tacit knowledge can motivate someone to make decisions (act) when a disaster occurs. To be understood and disseminated to the wider community, tacit knowledge needs to be converted into explicit knowledge and scientifically validated. This article proposes the importance of integrating tacit knowledge in the form of local knowledge to become explicit knowledge so it can be widely used. Knowledge built in a bottom-up manner, which comes from local knowledge, is believed to be effective in disaster risk reduction. However, in some countries, the process of applying the knowledge is constrained by a fatalism that is influenced by social culture and religious beliefs.

APA, Harvard, Vancouver, ISO, and other styles

28

Castaneda, Delio I., and Camilo A. Ramírez. "Cultural Values and Knowledge Sharing in the Context of Sustainable Organizations." Sustainability 13, no. 14 (July 13, 2021): 7819. http://dx.doi.org/10.3390/su13147819.

Full text

Abstract:

The current research studied the relationship between cultural values and tacit and explicit knowledge sharing behavior in the context of sustainable organizations. The sample consisted of 751 workers from Colombian organizations. It was found that sharing explicit and tacit knowledge correlated with the cultural dimensions of uncertainty avoidance, individualism–collectivism, and paternalism. On the other side, sharing tacit and explicit knowledge did not correlate with the cultural dimensions of power distance and masculinity–femininity. For organizational managers interested in knowledge sharing, a lesson is to facilitate environments of low uncertainty, care about the needs of workers, and have high collective values such as respect and interest in what others do. These values are essential for the promotion of knowledge sharing, which in turn contributes to sustainable organizations. From the theoretical point of view, the study opens a new line of research that integrates cultural studies and knowledge management to investigate the differential impact of cultural values on tacit and explicit knowledge sharing in organizational contexts.

APA, Harvard, Vancouver, ISO, and other styles

29

Dowd, E. Thomas, and Karen E. Courchaine. "Implicit Learning, Tacit Knowledge, and Implications for Stasis and Change in Cognitive Psychotherapy." Journal of Cognitive Psychotherapy 10, no. 3 (January 1996): 163–80. http://dx.doi.org/10.1891/0889-8391.10.3.163.

Full text

Abstract:

With the evolution of cognitive psychotherapy, there has been an increasing focus on the nature and influence of cognitive structures or schemata. These structures are out of conscious awareness and therefore can be thought of as tacit in nature. As yet, however, there has been little written regarding the implications of the investigations in cognitive psychology of implicit learning and tacit memory for cognitive psychotherapy. This article describes the work of Arthur Reber and other cognitive psychologists on implicit learning and tacit memory and draws tentative implications for the practice of cognitive psychotherapy. Implicit learning processes have been described as robust in nature, holding evolutionary primacy over explicit learning processes, as dissociated from explicit learning, as involving different processes of learning, and as occurring through the tacit detection of covariation. Tacit knowledge precedes and is less available than explicit knowledge.

APA, Harvard, Vancouver, ISO, and other styles

30

Macmillan, Thomas. "OP25 Organisational Learning Principles Applied To Information Retrieval." International Journal of Technology Assessment in Health Care 35, S1 (2019): 5. http://dx.doi.org/10.1017/s0266462319000965.

Full text

Abstract:

IntroductionA key discussion point during HTAi's 2018 Meeting was how Health Technology Assessment (HTA) practitioners might borrow ideas from other industries or academic areas. Organisational learning (OL) is the study of how individual knowledge is shared within an organisation to become institutional/group knowledge. There are several models of OL, all focusing on how tacit knowledge (abstract, personalised, hard to define, action-based) is converted to explicit knowledge (definable, concrete, fixed, information-based). Effective knowledge sharing is crucial to leveraging individual knowledge to drive innovation, efficiency and effectiveness. Information retrieval is a knowledge-intensive field, with many processes requiring both tacit and explicit knowledge. Ideas from OL demonstrate ways to improve practice by increasing knowledge sharing.MethodsNonaka & Takeuchi's (1994) SECI model describes the cyclical process by which knowledge is shared. The model includes 4 stages: socialisation (tacit-to-tacit), externalisation (tacit-to-explicit), combination (explicit-to-explicit) and internalisation (explicit-to-tacit). Each stage describes how knowledge sharing takes place and highlights ways to ameliorate these processes. Information retrieval involves many elements that require or benefit from knowledge sharing and both tacit and explicit knowledge is required.ResultsIn the SECI model the Socialisation stage is characterised by face-to-face learning. Peer reviewing of search strategies, open dialogue and team working are ways of facilitating this stage. The Externalisation stage is crucial to OL. This can be seen as the practice-into-research stage; the results of successful experimentation, for example with search filters. The Combination stage is the easiest to understand. Communities of practice and inter-organisational networks can widen knowledge sharing and help refine or increase detail of best practice. The Internalisation stage is the hardest to conceptualise or measure. The extent to which guidelines become adopted in individual practice is one way to gauge Internalisation.ConclusionsInformation retrieval practitioners could benefit from thinking about ways to improve knowledge sharing. Models of OL can be instructive in this regard.

APA, Harvard, Vancouver, ISO, and other styles

31

Ramdani, Panji Madya. "Pengembangan Knowledge Management System Berbasis Knowledge Audit." Jurnal Informatika 5, no. 1 (April 15, 2018): 145–56. http://dx.doi.org/10.31311/ji.v5i1.2522.

Full text

Abstract:

Abstrak Dasar dari sumber daya ekonomi saat ini bukan lagi berupa modal uang, sumber daya alam maupun tenaga kerja melainkan juga pengetahuan (knowledge). Pengetahuan sebagai intangible asset yang harus dikelola perusahaan menjadi paradigma baru dalam lingkungan bisnis sebagai pusat kekuatan dan keunggulan dalam bersaing. Namun masih banyak organisasi belum atau tidak mengetahui potensi pengetahuan yang dimiliki oleh karyawannya karena organisasi kesulitan dalam menangkap (capture) tacit knowledge. Lambatnya penyebaran pengetahuan disebabkan oleh terbatasnya ruang dan waktu. Transfer knowledge hanya menggunakan metode tatap muka, konsultasi secara langsung dengan atasan, dan briefing pagi (socialization-tacit totacit). Adapun Explicit knowledge hanya terdapat dalam bentuk berkas (hardcopy), dimana terdapat kesulitan dalam proses pencarian. Penelitian ini telah berhasil mempermudah transfer knowledge di dalam perusahaan melalui pengembangan knowledge management system berbasis knowledge audit dengan knowledge management processes sebagai standar pengembangan. Audit yang dihasilkan telah mampu mengidentifikasi kompetensi dan kapabilitas dari karyawan, serta mengoptimalisasi mekanisme knowledge management yang ada di organisasi. Kata kunci: Tacit Knowledge, Explicit Knowledge, Knowledge Audit, Knowledge Management System. Abstract The basic economic resources now adays is no longer capital, natural resources, nor labor, but also knowledge. Knowledge as intangible asset, that need to be managed by organization became new paradigm in the business environment where knowledge is now considered to be central to organizational performance and integral to the attainment of a sustainable competitive advantage. Many organizations still do not realize the knowledges and experiences their employees had. It happens because the organizations have difficulties in detecting the tacit knowledge, thus the sharing of knowledge and experience did not run smoothly. If the employees had to share what they know then they do it by meeting face to face with their superior or share it in the morning briefing.Time and spaces are still the main problems in this case. Explicit knowledge only shared in form of a hardcopy archives, while there is also a problem in archiving files within the organization. This research has succeeded in easing the transfer of knowledge through knowledge management system with knowledge audit as a base and knowledge management process as a development standard. The audit result has the capability in identifying competence and capability of the workers, and also optimize the existing knowledge management mechanism within the organization. Keywords: Tacit Knowledge, Explicit Knowledge, Knowledge Audit, Knowledge Management System

APA, Harvard, Vancouver, ISO, and other styles

32

Haryono, Wasis. "EVALUASI KNOWLEDGE MANAGEMENT SYSTEM PADA APLIKASI SIA (SISTEM INFORMASI AKADEMIK) UNIVERSITAS PAMULANG." JURNAL TEKNIK INFORMATIKA 11, no. 2 (November 28, 2018): 187–96. http://dx.doi.org/10.15408/jti.v11i2.7983.

Full text

Abstract:

ABSTRAK Sistem informasi akademik merupakan lalu lintas komunikasi antara Dosen, mahasiswa, dan aktivitas yang berhubungan dengan kebutuhan mahasiswa dalam kegiatan perkuliahan. Sistem informasi akademik my Unpam ini terdiri dari my Dosen, my Unpam, perpustakaan, e-learning, helpdesk dan PMB online. Untuk mengetahui kebergunaan pengetahuan pada sistem akademik ini perlu dilakukan analisis knowledge management system berupa konversi pengetahuan tacit to tacit dan tacit to explicit yang digunakan sebagai tujuan penelitian ini. Metode penelitian ini yaitu studi pustaka dan observasi atau analisis terhadap website akademik Unpam. Sistem informasi akdemik UNPAM telah menerapkan knowledge Management System dengan beberapa konversi pengetahuannya. Konversi yang digunakan yaitu tacit to tacit dan tacit to explicit. Hasil persentase pengetahuan yaitu my Dosen sebanyak 25%, my UNPAM 35 %, E-Learning 10.5 %, Perpustakaan sebanyak 11.8%, Helpdesk 2% dan PMB 14.4%. Dengan demikian nilai tertinggi dan terbanyak konversi pengetahuan yaitu pada halaman web My Unpam yang sering diakses oleh mahasiswa. ABSTRACT Academic information system is the communication traffic between lecturers, students, and activities related to the needs of students in lecturing activities. My Unpam academic information system consists of my lecturer, my Unpam, library, e-learning, helpdesk and PMB online. To know the usefulness of knowledge in the academic system needs to be done knowledge management system analysis in the form of tacit to tacit knowledge conversion and tacit to explicit used as the purpose of this study. This research method is literature study and observation or analysis on academic website Unpam. The information system of UNPAM has applied the knowledge management system with some of its knowledge conversion. The conversion used is tacit to tacit and tacit to explicit. The result of knowledge percentage is my lecturer 25%, my UNPAM 35%, E-Learning 10.5%, Library 11.8%, 2% Helpdesk and PMB 14.4%. Thus, the highest value and the most knowledge conversion is on the My Unpam web page that is often accessed by students.

APA, Harvard, Vancouver, ISO, and other styles

33

Hidayat, Rachmad. "KNOWLEDGE CONVERSION UNTUK STANDARDISASI PROSES PENGECAPAN PADA BATIK MADURA." Jurnal Teknologi 9, no. 1 (January 3, 2017): 21. http://dx.doi.org/10.24853/jurtek.9.1.21-30.

Full text

Abstract:

Penelitian ini bertujuan untuk mengeksplisitkan semua tacit knowledge yang ada pada UKM batik cap Madura dan membandingkan output pada tiap UKM batik cap Madura. Metode yang digunakan adalah metode Sosialization, Externalization, Combination dan Internalization. Hasil dari penelitian ini menunjukkan bahwa tacit knowledge pada UKM batik cap yang dapat di explicitkan yaitu, rekaman, gambar, instruksi kerja dan semua penjabaran atau informasi tentang cara membatik menggunakan cetakan (cap). Penginformasian berupa pemberian saran ini bertujuan untuk mengonversi explicit knowledge yang berbentuk cara terbaik proses pengecapan, yang dilihat dari Ws dan Os menjadi tacit knowledge para pekerja. Memberitahukan hasil cara terbaik beserta dengan tacit dan explicit knowledge yang dibutuhkan dalam melakukan cara terbaik proses pengecapan dan mendiskusikan kendala-kendala yang akan terjadi pada tahap pengimplementasian.

APA, Harvard, Vancouver, ISO, and other styles

34

Jarvis, Peter. "Human Learning: implicit and explicit." Educação & Realidade 40, no. 3 (September 2015): 809–23. http://dx.doi.org/10.1590/2175-623648387.

Full text

Abstract:

Building on Polanyi's insight in The Tacit Dimension that we know more than we can tell, this paper argues that we actually experience more of reality than that of which we are conscious. Our conscious experience becomes the basis of explicit learning but that which we experience but of which we are not conscious is the basis of implicit learning and tacit knowledge.

APA, Harvard, Vancouver, ISO, and other styles

35

Zhang, Michael Jijin, and Honghua Chen. "To Ask or Not to Ask." International Journal of Knowledge Management 14, no. 1 (January 2018): 71–86. http://dx.doi.org/10.4018/ijkm.2018010105.

Full text

Abstract:

This article looks to investigate the roles of interpersonal trust in knowledge seeking. Specifically, the article examines and tests the effects of two distinct types of interpersonal trust (affect-based trust and cognition-based trust) on willingness to seek two different types of knowledge (explicit and tacit). Using data from a survey of 143 employees from Chinese firms, the article found that both types of interpersonal trust positively related to explicit knowledge seeking, as well as tacit knowledge seeking. The article also found that cognition-based trust had a stronger relationship with seeking of both explicit and tacit knowledge than affect-based trust. Implications for future research and practice are discussed.

APA, Harvard, Vancouver, ISO, and other styles

36

Ibidunni, Ayodotun Stephen, Chinonye Love Moses, Omotayo Adeniyi Adegbuyi, Muyiwa Oladosun, and Maxwell Olokundun. "Empirical Evidence of Organizational Knowledge From a Typological Perspective and Its Linkages With Performance." International Journal of Sociotechnology and Knowledge Development 10, no. 4 (October 2018): 45–60. http://dx.doi.org/10.4018/ijskd.2018100103.

Full text

Abstract:

Empirical evidence on the role of individuals' and group tacit and explicit knowledge in driving performance, is clearly missing in organisational knowledge literature. To fill this gap, a survey of 504 Managerial, technical and administrative employees of organisations in the Nigerian telecommunications industry form the sample for this study. Based on the multiple regression analysis, the relationship between organisational knowledge and performance was established. The results indicate that managers should focus on group-tacit knowledge, individual-explicit knowledge and individual-tacit knowledge as the most strategic types of organisational knowledge for enhancing performance.

APA, Harvard, Vancouver, ISO, and other styles

37

Wang, Xinchun, Dennis B. Arnett, and Limin Hou. "Using external knowledge to improve organizational innovativeness: understanding the knowledge leveraging process." Journal of Business & Industrial Marketing 31, no. 2 (March 7, 2016): 164–73. http://dx.doi.org/10.1108/jbim-04-2014-0064.

Full text

Abstract:

Purpose – The purpose of this paper is to develop a better understanding of the process used by organizations to leverage external knowledge. A model of the knowledge leveraging process is developed, which hypothesizes joint sensemaking is a key antecedent to both explicit and tacit knowledge exchange, a dual role for explicit knowledge exchange (i.e. as an antecedent of both tacit knowledge exchange and absorptive capacity) and absorptive capacity is a key mediator between knowledge exchange (both explicit and tacit) and organizational innovativeness. Design/methodology/approach – The hypothesized model is tested using survey data gathered from over 230 Chinese companies. The results from the analysis of the hypothesized model are compared to ones from a theory-based rival model. The analyses are performed using partial least squares analysis. Findings – The results suggest key roles for both joint sensemaking and absorptive capacity in the knowledge exchange process. In addition, our findings provide evidence regarding the interplay between explicit and tacit knowledge exchange and their role in the knowledge leveraging process. Research limitations/implications – The cross-sectional nature of the study provides limited inferences regarding causality. In addition, organizational innovativeness is measured using self-reported, subjective assessments. However, the results provide valuable insights into the knowledge leveraging process. Practical implications – The study increases our understanding of how organizations leverage external knowledge to improve organizational innovativeness. In addition, it provides specific guidance for managers interested in leveraging external knowledge. Originality/value – Knowledge and knowledge management issues are receiving increased attention in the marketing literature. However, due to the complexity involved in transferring and using external knowledge, our understanding of the processes involved is limited. Our study provides some insights regarding how firms leverage external knowledge and therefore should be of interest to both researchers and practitioners.

APA, Harvard, Vancouver, ISO, and other styles

38

Terhorst, Andrew, Dean Lusher, Dianne Bolton, Ian Elsum, and Peng Wang. "Tacit Knowledge Sharing in Open Innovation Projects." Project Management Journal 49, no. 4 (July 17, 2018): 5–19. http://dx.doi.org/10.1177/8756972818781628.

Full text

Abstract:

Tacit knowledge is considered critical to the success of open innovation projects, yet little is known about the factors that promote or impede tacit knowledge sharing in such projects. This article uses exponential random graph modeling to examine both tacit and explicit knowledge sharing in two early-stage open innovation projects. Results indicate autonomous motivation predicts tacit knowledge sharing, suggesting that managers need to promote a team culture that satisfies members’ needs for autonomy, competence, and relatedness. The modeling also suggests that brokerage is important in the early stage of a project to build the strong informal social structures needed to facilitate the exchange of tacit knowledge.

APA, Harvard, Vancouver, ISO, and other styles

39

Stevens. "Waves of Knowledge Management: The Flow between Explicit and Tacit Knowledge." American Journal of Economics and Business Administration 2, no. 1 (January 1, 2010): 129–35. http://dx.doi.org/10.3844/ajebasp.2010.129.135.

Full text

APA, Harvard, Vancouver, ISO, and other styles

40

Stover, Mark. "Making tacit knowledge explicit: the Ready Reference Database as codified knowledge." Reference Services Review 32, no. 2 (June 2004): 164–73. http://dx.doi.org/10.1108/00907320410537685.

Full text

APA, Harvard, Vancouver, ISO, and other styles

41

Mogos Descotes, Raluca, and Björn Walliser. "The impact of entry modes on export knowledge resources and the international performance of SMEs." Management international 15, no. 1 (February 15, 2011): 73–86. http://dx.doi.org/10.7202/045626ar.

Full text

Abstract:

This research conceptualizes entry modes as forms of international experience that small and medium-sized enterprises (SMEs) gather and explores the role they play in building export knowledge and fostering international performance. Using a sample of 107 French SMEs from the steel industry, a causal model suggests that various entry modes have direct impacts on the level of explicit foreign market-related knowledge in SMEs and an indirect impact on tacit knowledge. Explicit and tacit knowledge correlate positively, and ultimately, an SME’s tacit knowledge regarding export markets improves its international performance.

APA, Harvard, Vancouver, ISO, and other styles

42

Hanson, Barbara. "Tacit & Explicit Knowledge, by Harry Collins." Implicit Religion 20, no. 4 (March 6, 2018): 450–51. http://dx.doi.org/10.1558/imre.32244.

Full text

APA, Harvard, Vancouver, ISO, and other styles

43

Smedlund, Anssi. "Social Network Structures for Explicit, Tacit and Potential Knowledge." International Journal of Knowledge Management 5, no. 1 (January 2009): 78–87. http://dx.doi.org/10.4018/jkm.2009010106.

Full text

APA, Harvard, Vancouver, ISO, and other styles

44

Gamble, Jordan R. "Tacit vs explicit knowledge as antecedents for organizational change." Journal of Organizational Change Management 33, no. 6 (October 5, 2020): 1123–41. http://dx.doi.org/10.1108/jocm-04-2020-0121.

Full text

Abstract:

PurposeThe aim of this paper is to explore the dichotomous role of knowledge through an examination of tacit and explicit knowledge in organizational change contexts.Design/methodology/approachThe study's aim is achieved by an analytical review of the seminal and contemporary knowledge management literature.FindingsThe paper contributes to the current body of knowledge management literature by analyzing a wide range of key literature and presenting a contemporary overview that compares the role of tacit and explicit knowledge within organizational change contexts.Research limitations/implicationsThe findings contribute toward theoretical development in the knowledge management field by providing researchers with future research directions to build upon previous theoretical understandings and advance our collective knowledge of the research domain.Practical implicationsThe paper offers practical and pragmatic insights that will help firm managers to use tacit and/or explicit knowledge to manage organizational change.Originality/valueThis article presents an original comparative table that summarizes and compares the key understandings and insights from across the literature sources on a range of important aspects, and then presents implications for the two knowledge typologies. The paper also presents an original research framework containing a structured database of related calls for research by the latest academic publications. Furthermore, it provides specific and informed managerial recommendations for best practice in the integration of these knowledge typologies into organizational change management.

APA, Harvard, Vancouver, ISO, and other styles

45

Zhu, Bing, and Wenping Wang. "The Diffusion of Explicit and Tacit Knowledge in Complex Networks." Journal of Advanced Computational Intelligence and Intelligent Informatics 22, no. 6 (October 20, 2018): 823–30. http://dx.doi.org/10.20965/jaciii.2018.p0823.

Full text

Abstract:

Industry clusters provide not only economic benefits, but also promote technological innovation through networking within a cluster. In this study, we analyze the mechanism of explicit and tacit knowledge diffusion in a cluster and how the network structure and the strength of ties influence the process of explicit and tacit knowledge diffusion. By focusing on four representative real-world networks – scale-free, small world, regular, and random – and the strength of ties between firms, the knowledge diffusion performance of entire organizations in a cluster is examined by the simulation method. We find that the network structure of clusters and the strength of ties are important for the knowledge diffusion performance in clusters. Among the four networks, the scale-free network shows the best knowledge diffusion performance, irrespective of the proportion of strong and weak ties present. In addition, the network with a greater number of strong ties leads to the explicit and tacit knowledge diffusion performance.

APA, Harvard, Vancouver, ISO, and other styles

46

Asbari, Masduki, Laksmi Mayesti Wijayanti, Choi Chi Hyun, Agus Purwanto, and Priyono Budi Santoso. "Effect of Tacit and Explicit Knowledge Sharing on Teacher Innovation Capability." Dinamika Pendidikan 14, no. 2 (December 30, 2019): 227–43. http://dx.doi.org/10.15294/dp.v14i2.22732.

Full text

Abstract:

This research aimed to measure the effect of tacit and explicit knowledge sharing on teacher innovation capability mediated by organizational learning. Data collection was done by simple random sampling via electronic to the teacher population in Indonesia. The returned and valid questionnaire results were 781 samples. Data processing used SEM method with SmartPLS 3.0 software. The results of this research showed that explicit knowledge sharing had a positive and significant effect on teacher innovation capability, both directly and through organizational learning mediation, while tacit knowledge sharing had a positive and significant effect on teacher innovation capability through organizational learning mediation. Novelty research was proposing a model for building teacher innovation capability through tacit and explicit knowledge sharing with organizational learning as mediation. This research can pave the way to improve teacher readiness in facing the era of education 4.0.

APA, Harvard, Vancouver, ISO, and other styles

47

Snider, Keith F., and Mark E. Nissen. "Beyond the Body of Knowledge: A Knowledge-Flow Approach to Project Management Theory and Practice." Project Management Journal 34, no. 2 (June 2003): 4–12. http://dx.doi.org/10.1177/875697280303400202.

Full text

Abstract:

Much of the theory associated with project management is explicitly organized according to taxonomic bodies of knowledge (BOK). Although such BOK are conceptually simple and easily disseminated, their generally static and explicit nature is out of phase with the dynamics of critical, tacit knowledge as it flows through the project organization. In this paper, we argue for a more descriptive view of project management theory, one that captures the dynamics of knowledge flows, addresses tacit knowledge and provides new insight into interrelationships between the management of project knowledge and the management of project activities in the enterprise. Introducing a multidimensional model of knowledge flow to describe project management theory, we instantiate this model with a project example from the domain of software development.

APA, Harvard, Vancouver, ISO, and other styles

48

Yao, Jianguo, Antonio Crupi, Alberto Di Minin, and Xumei Zhang. "Knowledge sharing and technological innovation capabilities of Chinese software SMEs." Journal of Knowledge Management 24, no. 3 (February 21, 2020): 607–34. http://dx.doi.org/10.1108/jkm-08-2019-0445.

Full text

Abstract:

Purpose This paper aims to investigate how knowledge sharing influences technological innovation capability (TIC) of the software small- and medium-sized enterprises (SSMEs). Design/methodology/approach Based on the theories regarding knowledge management, TIC, software engineering and open innovation, this paper constructed a research model comprising factors affecting knowledge sharing, knowledge sharing and TIC, and then tested the model quantitatively. The study focuses on SSMEs in China collecting 457 online questionnaires and uses a structural equation model to test the hypotheses. Findings The knowledge sharing culture, organizational structure, middle-level leadership and management system have significantly positive effects on tacit knowledge sharing; management system and IT support have significantly positive effects on explicit knowledge sharing; both explicit and tacit knowledge sharing have significantly positive effects on TIC. Research limitations/implications The study enriches the research on knowledge sharing and TIC. However, it does not consider factors affecting knowledge sharing at the non-organizational level or the interaction between explicit and tacit knowledge sharing. Practical implications The study offers several recommendations/suggestions for helping SSMEs to promote and implement explicit or tacit knowledge sharing and TIC. Originality/value This paper examines the impact of knowledge sharing on TIC from the perspective of knowledge management deconstructing knowledge sharing from the epistemological dimension and the TIC of software companies on the basis of software engineering theory. It provided a new theoretical perspective for the research of knowledge management and technological innovation management in SSMEs.

APA, Harvard, Vancouver, ISO, and other styles

49

Zhang, Michael Jijin. "The impacts of trust and feelings on knowledge sharing among chinese employees." New England Journal of Entrepreneurship 17, no. 1 (March 1, 2014): 21–28. http://dx.doi.org/10.1108/neje-17-01-2014-b003.

Full text

Abstract:

This article examines the differential effects of two types of trust (affect based and cognition based) and two types of feelings (ganqing and jiaoqing) on different knowledge-sharing processes (seeking, transfer, and adoption) among Chinese employees. The influences of these different types of trust and feelings on Chinese employeesʼ propensities to seek, transfer, and adopt explicit and tacit knowledge are also analyzed and discussed. The analysis shows affect-based trust increases knowledge transfer, while cognition-based trust is more important to knowledge seeking and adoption. Affect-based trust alone can facilitate the different processes of sharing explicit knowledge. Effective sharing of tacit knowledge, on the other hand, requires the simul-taneous support from affect-based trust and cognition-based trust. Ganqing and jiaoqing are also important in knowledge transfer and adoption. Either feeling may increase the likelihood to seek, transfer, and adopt explicit knowledge by itself. The influences of both feelings on tacit knowledge seeking, transfer, and adoption hinge on the presence of cognition-based trust.

APA, Harvard, Vancouver, ISO, and other styles

50

Zenker, Ilona. "KNOWLEDGE IN PRACTICE." Knowledge International Journal 28, no. 1 (December 10, 2018): 85–88. http://dx.doi.org/10.35120/kij280185z.

Full text

Abstract:

Knowledge is an understanding of someone or something, such as facts, information, descriptions or skills, which is acquired by individuals through education, learning, experience or by discovering. We have to distinguish two forms of knowledge, which is on the one hand “explicit knowledge” and on the other hand “tacit knowledge”. Explicit knowledge is not a homogenous resource, but it can be qualified as factual knowledge, which is verbalized, codified, systematic and formal. Persons have easy access to explicit knowledge and it can be easily transmitted to others. It is transferred through written or verbal media.Tacit knowledge can be defined as skills, procedure and ideas and is learned mostly through experience over time. Tacit knowledge is a personal type of knowledge that cannot be shared simply through written or verbal communication, because it is not codified. Tacit knowledge can be seen as the knowledge practitioners have in their minds. To put theoretical knowledge into practice means to create tacit knowledge. Knowledge in general is an accumulation of education and experience – a mixture of explicit and tacit knowledge. Both forms of knowledge together make the difference between a novice and an expert. An efficient tool transferring collective knowledge into practice is called “Knowledge Management” (KM). Strategies and processes to gather, identify, structure, value, and share intellectual assets of companies. As a kind of “map of knowledge” it is considered as a useful tool to distribute knowledge and is seen as a help to settle in the world of “Practice” more quickly. A “community of practice” (CoP) is a group of people who share a common interest or create a platform with the goal of gaining knowledge related to a specific topic. The members of the group learn from each other by sharing information and experience within the group. The path becoming a lawyer can be a long process in Germany. The university education is marked by the idea, that a lawyer has to understand all branches of law und its system. The German system of studying law followed two predominant ideas, which is Comprehensive Knowledge and a dual education system. A jurist has to understand and to know every branch of law and was prepared with comprehensive knowledge for the next step – walking in the field of daily business matters. Specialization for a certain field of law is a personal and individual matter and doesn`t influence the university education. Comprehensive knowledge should enable the candidate to handle various challenges and to apply their knowledge in practice without being limited on a special kind of theoretical knowledge. Transferring explicit knowledge into tacit knowledge starts with using common sense, empathy and active listing skills. Transferring knowledge into practice needs first at all common sense. Common sense is practical judgement or a basic ability to perceive, understand and judge daily situations without special knowledge and without specialized training or deliberative thoughts. What distinguishes the humanities from the natural sciences is the mode of approach to any question. Knowledge in relation to Humanity means a structured way of thinking, which is a process of putting a framework to an unstructured problem. Knowledge means also critical thinking, which is the objective analysis of facts to form a judgement. Solving legal problems needs a rational, skeptical and unbiased analysis and the evaluation of factual evidence. Efficient transferring knowledge into practice needs structured thinking in both matters and is the only successful way to connect knowledge and practice.

APA, Harvard, Vancouver, ISO, and other styles

Journal articles on the topic 'Tacit/Explicit Knowledge'

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