2012
DOI: 10.1108/13673271211246112
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Knowledge elicitation techniques in a knowledge management context

Abstract: Purpose -A significant part of knowledge and experience in an organization belongs not to the organization itself, but to the individuals it employs. Therefore, knowledge management (KM) tasks should include eliciting knowledge from knowledgeable individuals. The paper aims to argue that the current palette of methods proposed for this in KM discourse is limited by idealistic assumptions about the behavior of knowledge owners. This paper also aims to enrich the repertoire of methods that can be used in an orga… Show more

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Cited by 95 publications
(79 citation statements)
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“…However, such measures are problematic for two reasons. First, former studies show that employee tenure and expertise are not equal to the ability to share knowledge and might in fact act as a barrier to transferring know-how to peers (Hinds et al, 2001;Gavrilova and Andreeva, 2012). Second, measures such as involvement in the company's training overlap conceptually with measures of HR practices (e.g.…”
Section: Methodsmentioning
confidence: 99%
“…However, such measures are problematic for two reasons. First, former studies show that employee tenure and expertise are not equal to the ability to share knowledge and might in fact act as a barrier to transferring know-how to peers (Hinds et al, 2001;Gavrilova and Andreeva, 2012). Second, measures such as involvement in the company's training overlap conceptually with measures of HR practices (e.g.…”
Section: Methodsmentioning
confidence: 99%
“…On the basis of this information for a certain class of dependence models (for class of models of some domain) to which this unknown relationship (between classes and objects) belongs a classification algorithm developments is required. The algorithm using training set builds a decision rule the probability which any new object correct classification is as high as possible [3,4]. The quality of decision rule is evaluated on the basis of the test set, which is different from the training only in the way it is used.…”
Section: Problem and Clustering Problemmentioning
confidence: 99%
“…It is also necessary to have (i) the ability to integrate this information into the final forecast, and (ii) the motivation to do such integration (Gavrilova & Andreeva, 2012). The review by Webby and O'Connor (1996) showed that experiential knowledge of the cause-effect relationships encountered in the industry may not be a good predictor of superior accuracy.…”
Section: Expertise and Credibility Of System Forecastsmentioning
confidence: 99%