Tacit Knowledge Formalization to Support the Adoption Process of Software Quality Models

Ocegueda-Miramontes, Violeta; Juárez‐Ramírez, Reyes

doi:10.1007/978-3-642-39515-4_16

Cited by 1 publication

(2 citation statements)

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“…Third, the experts provide ideas (opinions / solutions) to solve the problem based on their tacit knowledge, which forms the TK Elicit transaction. In this activity, one can use any tacit knowledge elicitation method (Acosta et al, 2004;Al-Qdah & Salim, 2013;Chatti et al, 2007;Ocegueda-Miramontes & Juarez-Ramirez, 2013;Whyte & Classen, 2012), for seeking potential ideas. Fourth, a group of experts form a review panel, synthesize the ideas and further validate their correctness.…”

Section: Discussionmentioning

confidence: 99%

“…We employ the certainty-factor model to measure the outcome of the externalization process, since the certainty-factor model is deemed efficient in managing uncertainty in rule-based systems (Heckerman, 1992;Ocegueda-Miramontes & Juarez-Ramirez, 2013). In the externalization process, the term "uncertainty" refers to the uncertain outcome of the overall process of solving the case, which is a result of the individual expert's thoughts and actions during TK Elicit transaction, as well as the collective expert participation during the Knowledge Synthesis and Knowledge Evaluation transactions.…”

Section: Figure 3 Interaction Patternmentioning

confidence: 99%

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EO Model for Tacit Knowledge Externalization in Socio-Technical Enterprises

Rao

Nayak

2017

IJIKM

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Aim/Purpose: A vital business activity within socio-technical enterprises is tacit knowledge externalization, which elicits and explicates tacit knowledge of enterprise employees as external knowledge. The aim of this paper is to integrate diverse aspects of externalization through the Enterprise Ontology model. Background: Across two decades, researchers have explored various aspects of tacit knowledge externalization. However, from the existing works, it is revealed that there is no uniform representation of the externalization process, which has resulted in divergent and contradictory interpretations across the literature. Methodology : The Enterprise Ontology model is constructed step-wise through the conceptual and measurement views. While the conceptual view encompasses three patterns that model the externalization process, the measurement view employs certainty-factor model to empirically measure the outcome of the externalization process. Contribution: The paper contributes towards knowledge management literature in two ways. The first contribution is the Enterprise Ontology model that integrates diverse aspects of externalization. The second contribution is a Web application that validates the model through a case study in banking. Findings: The findings show that the Enterprise Ontology model and the patterns are pragmatic in externalizing the tacit knowledge of experts in a problem-solving scenario within a banking enterprise. Recommendations for Practitioners : Consider the diverse aspects (what, where, when, why, and how) during the tacit knowledge externalization process. Future Research: To extend the Enterprise Ontology model to include externalization from partially automated enterprise systems.

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