Managing knowledge resources

Abstract

This article discusses the development of the type of knowledge held to be crucial for creativity and innovation, and which is referred to here as hidden knowledge.The research question investigated is: How can organizations develop hidden knowledge?The first purpose of the article is to bring forth a type of knowledge which can give some foundation for knowledge management and innovation. The second objective is to give some foundation for the HR-department, in order to bring knowledge management theory to practical use. The authors develop five propositions concerning a mini theory for the development of hidden knowledge. A descriptive framework of "knowledging" is also developed at the individual, team and organizational levels, for tacit, implicit, explicit and hidden knowledge, which can be used of the HRdepartment to increase innovation in the organization.

A proposed integration of the event and project management body of knowledge

“…Events also have a strong target orientation, milestones, and specific commencement and termination dates, and they are all temporary and unique but studies by Park and Park (2016) and Pearlman and Mollere (2019) indicate that events are not consistently regarded as projects. There is a smaller focus on management and operations (Raj & Musgrave, 2009, Stokvik et al, 2016. Draper et al (2017) and Smit (2015) also refer to EM research over the past 12 years (also citing Park and Park (2016) revealing three major research themes: marketing (32.1%), destination (27.4%) and management (24.5%) accounting for 70% of publications.…”