The role of tacit and explicit knowledge in the workplace

The role of tacit and explicit knowledge in the workplace Knowledge plays a key role in the information revolution. Major challenges are to select the “right” information from numerous sources and transform it into useful knowledge. Tacit knowledge based on common sense, and explicit knowledge based on academic accomplishment are both underutilized. Ways knowledge‐enabled organizations acquire, measure, teach, share and apply knowledge are discussed and illustrated. Methods to balance the use tacit and explicit knowledge at work and practical, proven ways to improve the understanding and use of knowledge are presented. Organizations must begin to create worker‐centered environments to encourage the open sharing and use of all forms of knowledge. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Knowledge Management Emerald Publishing

The role of tacit and explicit knowledge in the workplace

Journal of Knowledge Management, Volume 5 (4): 11 – Dec 1, 2001

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Publisher
Emerald Publishing
Copyright
Copyright © 2001 MCB UP Ltd. All rights reserved.
ISSN
1367-3270
DOI
10.1108/13673270110411733
Publisher site
See Article on Publisher Site

Abstract

Knowledge plays a key role in the information revolution. Major challenges are to select the “right” information from numerous sources and transform it into useful knowledge. Tacit knowledge based on common sense, and explicit knowledge based on academic accomplishment are both underutilized. Ways knowledge‐enabled organizations acquire, measure, teach, share and apply knowledge are discussed and illustrated. Methods to balance the use tacit and explicit knowledge at work and practical, proven ways to improve the understanding and use of knowledge are presented. Organizations must begin to create worker‐centered environments to encourage the open sharing and use of all forms of knowledge.

Journal

Journal of Knowledge ManagementEmerald Publishing

Published: Dec 1, 2001

Keywords: Knowledge workers; Information resources management; Motivation

References

  • Applying knowledge‐enabling methods in the classroom and in the workplace
    Smith, E.A.
  • Tacit knowledge in managerial success
    Wagner, R.K.; Sternberg, R.J.

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