Relevant bibliographies by topics / Tacit Knowledge

Academic literature on the topic 'Tacit Knowledge'

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Published: 4 June 2021
Last updated: 1 June 2024

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Journal articles on the topic "Tacit Knowledge"

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

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

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

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

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

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

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

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

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Imanda, Rahmi. "Review Knowledge Manajemen dan Tacit Knowledge Dalam Manufaktur." Prosiding Seminar Nasional Teknoka 4 (December 30, 2019): I04—I110. http://dx.doi.org/10.22236/teknoka.v4i0.4214.

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Saat ini pengetahuan menjadi sebuah asset dalam suatu organisaisi. Dalam manajemen pegetahuan terdapat dua macam pengetahuan yaitu pengetahuan tacit dan pengetahuan eksplisit. Sebuah studi menyatakan bahwa pengetahuan tacit merupakan isu yang sangat penting dalam memanajemen pengetahuan di dalam organisasi. Penelitian ini dilakukan untuk meneliti hubungan antara pengethuan tacit dalam aspek manufaktur, dengan research question “Bagaimana pengetahuan tacit berpengaruh dalam aspek manufaktur”. Tujuan dari penelitian ini adalh untuk mendapatkan pemahaman terkait pengetahuan tacit dalam aspek manufaktur.
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Alony, Irit, Greg Whymark, and Michael Jones. "Sharing Tacit Knowledge:." Informing Science: The International Journal of an Emerging Transdiscipline 10 (2007): 041–59. http://dx.doi.org/10.28945/455.

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Dissertations / Theses on the topic "Tacit Knowledge"

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

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This dissertation investigates the limitations to representing knowledge. It is concerned with the process of the formation and transfer of knowledge in design. It focuses on the component termed 'knowledge engineering'. This is an essential part of the process of designing knowledge-based systems. In this work, knowledge engineering is defined as: the process of selecting relevant information for a system and considering how that information is made available to the system as well as to the user. Traditional knowledge engineering supposes that all knowledge can be represented in a propositional form. This rests on the idea that knowledge is universal, non-contextual, time-independent, and depersonalised. It is argued in this dissertation that this idea can be traced back to Plato's discussion of reason over emotions, and survives in the current computer metaphor within which the mind-body distinction has become a discipline called 'cognitive science'. The research explores the limitations of this idea by exploring thoroughly the nature of context dependency and experience within the process of knowledge transfer. The work expands upon the premise that knowledge exists in praxis/experience and has a personal and social dimension. It draws upon a framework of various 'human-centred' European traditions of both design and application studies on computer-based applications. This research provides a framework for the analysis of knowledge transfer in dialogue within design, and thereby for the analysis of processes which make up design. Concepts and design decisions are forms of knowledge formation and involve knowledge transfer. The framework identifies factors determining the situational meaning of a concept, and thereby a design decision.
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Gill, Satinder P. "Dialogue and tacit knowledge for knowledge transfer." Thesis, University of Cambridge, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.360777.

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

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

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What is the best way to understand 'applies to' when it is said of a linguistic theory that it applies to a particular language-user? We can answer by saying that a linguistic theory is applicable to an individual language-user just in case that individual tacitly-knows the theory. But this is an uninformative answer until we are told how to understand 'tacit-knowledge'. The end goal of this thesis is to defend the claim that we should take tacit-knowledge to be, simply, knowledge. Towards this end I argue against the satisfactoriness of competing ways of understanding 'tacit-knowledge'. For example, the instrumentalist position is neutral on whether linguistic theories are actually known by the ordinary language-users who tacitly-know them; instead, linguistic theories are to be such that knowing them would enable someone to do whatever it is that the tacit-knower can do. Other competing positions hold that, though tacit-knowledge is a psychological relation of some sort, it is not genuine knowledge. I also attempt to meet specific objections to the claim that a typical language-user (as opposed to a linguistic theorist) could plausibly be said to know a linguistic theory. An objection on which I focus is based on the claim that typical language-users do not possess the requisite concepts for having genuine knowledge of a linguistic theory. The aim in attempting to meet these objections is to open up the way for the linguistic theorist to exploit a paradigm of explanation: explanation of behaviour by knowledge attribution. Attributing knowledge of linguistic theories would be potentially explanatory of linguistic behaviour in exactly the same way that attributions of knowledge in non-linguistic spheres are potentially explanatory of behaviour. Finally, because my emphasis is specifically on semantic theories, I attempt to explicate and defend the claim that a semantic theory could and should have the form of a theory of truth.
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Plazas, Andrea. "Exploring Tacit Knowledge in Organizations." Honors in the Major Thesis, University of Central Florida, 2013. http://digital.library.ucf.edu/cdm/ref/collection/ETH/id/959.

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

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Tacit knowledge is a valuable asset to organisations which is not readily being recognised. Years of experience and understanding of an organisations processes, operations and clients, is being lost on a daily basis through the turnover of employees, whether through natural wastage or in these times of recession a cutting back of the workforce. The loss of this information (tacit knowledge) can be critical to the day to day running of the organisation and in many cases it is irreplaceable. Organisations need to capture this knowledge and turn it into explicit knowledge to enhance the future knowledge capital of the organisation. The undertaking of this thesis is to explore the relationship between tacit knowledge and explicit knowledge and their interaction when converting tacit knowledge into explicit knowledge. A review is carried out of current methodologies available to organisations for the management of tacit knowledge into explicit knowledge. Following the review, cases studies are carried out to test a series of interventions designed to promote understanding of knowledge management and the conversion of tacit knowledge into explicit knowledge. From the findings of the case studies, it can be found that tacit knowledge is not a single entity that can be converted into explicit knowledge, but it can be broken down into elements, which have to be considered independently in order to facilitate the knowledge transfer process. From evaluation of the research for this thesis, a Tacit Knowledge Spectrum Model is developed to represent the elements of tacit knowledge. The Model gives a clear view of the complexity of tacit knowledge and the inter-relationship of the elements that make up tacit knowledge. By creating a better understanding of tacit knowledge and its elements and their interaction with explicit knowledge, organisations will be better placed to manage tacit knowledge and their knowledge capital.
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Dawes, Keith Harold Australian Graduate School of Management Australian School of Business UNSW. "Tacit assumptions of senior managers." Awarded by:University of New South Wales. Australian Graduate School of Management, 2007. http://handle.unsw.edu.au/1959.4/35253.

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This thesis documents an investigation into the role that tacit knowledge takes in the mental life of senior managers. The research resulted from the author???s work in New South Wales in facilitating assessment and development centres over a five year period, carried out in collaboration with senior managers from several organizations. A frequent comment made by senior managers was that there seemed to be a gulf between the data obtained objectively from behaviourally measured managerial competencies and the senior managers??? own perceptions of their managerial behaviour. Having earlier researched the role of thought processes out of awareness, the author developed the overall aim of the present study ??? to develop some form of training procedures for senior managers that would enhance the use of tacit processes in their managerial behaviours. The present dissertation begins with a literature review related to the development of understanding of the role of tacit processes in the mental life of senior managers. First a review is presented of investigations of organisational behaviour reported in the literature on tacit knowledge, including issues such as learning, teams, leadership, distributed cognition and culture. Study of the role of tacit knowledge was found to be present in the study of management behaviours and during the process of the present research, related publications increased in frequency. Finally a review is presented of psychological research into the nature of tacit knowledge. This focuses on a range of historical and current views and on the author???s own earlier study of implicit learning carried out in the early 1990???s. Study One is focused on examination of the process of coding tacit assumptions. This begins with documentation of the ontology, epistemology and methodology underpinning this research. Grounded theory, a well-recognised method of qualitative analysis, was selected as most appropriate for this study and its philosophy, rationale and methods are presented. The aim of Study One was to examine the effect of repeated interviews on the codifying of tacit assumptions of senior managers. The initial research was with 13 senior managers, who were interviewed either once or on multiple occasions. The initial interviews of two of these senior managers were analysed as pilot studies, and these analyses are presented in the present dissertation. The main body of this research comprises multiple interviews (five each) carried out with two of the original thirteen senior managers. The results confirmed the importance of the method of investigation but failed to provide any depth of understanding. Apart from consolidating cognitive closure on a set of managerial competencies, attempting to render tacit knowledge explicit (making the tacit conscious) provided no other significant benefit to the senior managers. The extension of some of these previously tacit assumptions into current cognitive functioning, when coded, assisted in the retention of organisational knowledge but offered no real benefit to the senior managers themselves, no depth of self-knowledge. Study Two arose from a more realistic understanding of tacit processes. The aim of Study Two was to find a way of harnessing the influences of tacit assumptions without trying to surface them ??? to make them ???conscious.??? This is consistent with the writings of such researchers as Nonaka (1991), Baumard (1999) and Spender (2005). By adapting an existing method focusing on subtle mental processes (developed by Norm Kagan in the context of teaching counselling skills and developed further for research first by Diment, Walker and Hammer and then by Sheehan and McConkey ), the author has further developed a technique (The Explicit/Tacit Interface Technique ??? ET~IT) that accesses the tacit processes in the service of the senior manager???s aims. A multiperspective analysis was applied to the feedback interviews of six subjects. This generated a set of characteristics of the ET~IT that hold promise for it to become a useful management development tool. Cohen and Levinthal???s (1990) concept of ???absorptive capacity??? is discussed as a possible starting point for indicating individual differences in successful interfacing with tacit processes. Finally recommendations for further improvement, consideration of constraints and their minimization and methods for evaluating future research into the tacit assumptions of senior managers are presented. Study Two concludes with discussion of how the results can be used as part of senior management development.
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Lam, Kee Yung. "The role of tacit knowledge in knowledge intensive project management." Thesis, Heriot-Watt University, 2017. http://hdl.handle.net/10399/3396.

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The traditional doctrine of project management, having evolved from operations management, has been dominated by a rationalist approach in terms of planning and control. There is increasing criticism that this prescriptive approach is deficient for the management of dynamically complex projects which is a common characteristic for modern-day projects. In response to this and the relative lack of scholarly literature, this study uses an emergent grounded theory design to discover and understand the softer, intangible aspects of project management. With primary data collected from twenty semi-structured personal interviews, this study explores the lived experiences of project practitioners and how they 'muddle through' the complex social setting of a knowledge intensive financial services organisation. The model which evolved from the research portrays the project practitioner as being exposed to multiple cues, with multiple meanings around five causal themes: environmental, organisational, nature of the task, role and knowledge capability. In response to these cues, the practitioner reflects upon their emotions and past experiences in order to make sense of the uncertain situation to determine their necessary course of action. As a coping strategy the project practitioner takes on the role of bricoleur, by making do by applying combinations of the resources at hand, in order to facilitate the successful delivery of their projects.
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Maass, 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.

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Today 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.

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Libetta, 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.

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Books on the topic "Tacit Knowledge"

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

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

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R, Magnus Jan, and Morgan Mary S, eds. Methodology and tacit knowledge. Chichester, England: J. Wiley, 1999.

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

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1941-, Göranzon Bo, Hammaren Maria, and Ennals J. R. 1951-, eds. Dialogue, skill and tacit knowledge. Chichester, England: John Wiley & Sons Ltd, 2006.

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

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

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

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

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Albrecht, Kim. Tacit knowledge - post studio: Tacit knowledge - feminism : California Institute of the Arts 1970-77. Edited by California Institute of the Arts and Kestner-Gesellschaft. Leipzig: Spector Books, 2019.

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Book chapters on the topic "Tacit Knowledge"

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

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Thornton, Tim. "Tacit Knowledge." In The Routledge Handbook of Philosophy and Implicit Cognition, 191–201. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003014584-18.

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

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

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

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

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

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

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

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Burke, Derek. "Tacit Knowledge Revisited." In How Doctors Think and Learn, 107–19. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-46279-6_14.

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Conference papers on the topic "Tacit Knowledge"

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

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

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

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

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

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

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

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Ikonen, Jouni, Harri Hamalainen, Satu Alaoutinen, Kari Heikkinen, and Jari Porras. "From tacit to acknowledged knowledge." In 2009 EAEEIE Annual Conference. IEEE, 2009. http://dx.doi.org/10.1109/eaeeie.2009.5335485.

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Davidavičienė, Vida, and Jurgita Raudeliūnienė. "ICT in tacit knowledge preservation." In The 6th International Scientific Conference "Business and Management 2010". Vilnius, Lithuania: Vilnius Gediminas Technical University Publishing House Technika, 2010. http://dx.doi.org/10.3846/bm.2010.109.

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Mládková, Ludmila. "Tacit knowledge sharing through storytelling." In The 6th International Scientific Conference "Business and Management 2010". Vilnius, Lithuania: Vilnius Gediminas Technical University Publishing House Technika, 2010. http://dx.doi.org/10.3846/bm.2010.118.

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Reports on the topic "Tacit Knowledge"

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

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

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

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

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

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

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

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

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

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Cianciolo, Anna T., John Antonakis, and Robert J. Sternberg. Developing Effective Military Leaders: Facilitating the Acquisition of Experience-Based, Tacit Knowledge. Fort Belvoir, VA: Defense Technical Information Center, September 2001. http://dx.doi.org/10.21236/ada400614.

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