Self‐transcending knowledge: sensing and organizing around emerging opportunities

Self‐transcending knowledge: sensing and organizing around emerging opportunities The paper introduces the concept of not-yet-embodied or self-transcending knowledge. The concept of self-transcending knowledge proposes a distinction between two types of tacit knowledge: tacit-embodied knowledge on the one hand and not-yet-embodied knowledge on the other hand. The distinction is relevant because each of the three forms of knowledge - explicit, tacit-embodied, and self-transcending - is based on different epistemological assumptions and requires a different type of knowledge environment and learning infrastructure. Moreover, the differentiation among markets with decreasing, steady, and increasing returns suggests that, in order to successfully compete for increasing return markets, leaders need a new type of knowledge that allows them to sense, tune into and actualize emerging business opportunities - that is, to tap into the sources of not-yet-embodied knowledge. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Knowledge Management Emerald Publishing

Self‐transcending knowledge: sensing and organizing around emerging opportunities

Journal of Knowledge Management, Volume 5 (2): 15 – Jun 1, 2001

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Publisher
Emerald Publishing
Copyright
Copyright © 2001 MCB UP Ltd. All rights reserved.
ISSN
1367-3270
DOI
10.1108/13673270110393185
Publisher site
See Article on Publisher Site

Abstract

The paper introduces the concept of not-yet-embodied or self-transcending knowledge. The concept of self-transcending knowledge proposes a distinction between two types of tacit knowledge: tacit-embodied knowledge on the one hand and not-yet-embodied knowledge on the other hand. The distinction is relevant because each of the three forms of knowledge - explicit, tacit-embodied, and self-transcending - is based on different epistemological assumptions and requires a different type of knowledge environment and learning infrastructure. Moreover, the differentiation among markets with decreasing, steady, and increasing returns suggests that, in order to successfully compete for increasing return markets, leaders need a new type of knowledge that allows them to sense, tune into and actualize emerging business opportunities - that is, to tap into the sources of not-yet-embodied knowledge.

Journal

Journal of Knowledge ManagementEmerald Publishing

Published: Jun 1, 2001

Keywords: Knowledge management; Knowledge discovery; Learning; Self‐managed learning; Business development

References

  • Experiential Learning
    Kolb, D

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