Tacit Knowledge in Organizational Learning

Busch, Peter

doi:10.4018/978-1-59904-501-6

Cited by 58 publications

(44 citation statements)

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“…Also I thank my friend Miranda Kajtazi for always being there for me and for all good and memorable time we spend together. definitions (Busch, 2008 (Wenger, 1998 as cited in Hildreth and Kimble, 2004 …”

Section: Acknowledgmentsmentioning

confidence: 99%

“…Drawing on several studies such as (Athanassiou & Nigh, 2000;Cantwell & Santangelo, 2000;Donaldson, 2001), Busch (2008) argues that the studies on tacit knowledge, especially within the domain of knowledge management tends to only focus at the macro-organisational level. Also although there is a general agreement that tacit knowledge is hard to be acquired and transferred, according to Busch (2008) the majority of research on tacit knowledge is focused on attempts on converting it into explicit knowledge.…”

Section: Topic Justificationmentioning

confidence: 99%

“…Also although there is a general agreement that tacit knowledge is hard to be acquired and transferred, according to Busch (2008) the majority of research on tacit knowledge is focused on attempts on converting it into explicit knowledge. Around 70% of research articles in the area of KM in Information Systems have a strict IT approach (Scarborough et al, 1999 as cited in Hildreth and Kimble, 2004;Stenmark, 2001) on how these technological tools can be exploited in order to capture and store knowledge, or create repositories of structured knowledge (Davenport & Prusak, 1998).…”

Section: Topic Justificationmentioning

confidence: 99%

“…Same Busch (2008) provides a knowledge hierarchy, although not in a pyramid form, that illustrates that data is the minimum we are able to communicate, information elaborates but knowledge truly represents what we know both articulately and tacitly. (Busch, 2008) …”

Section: What Is Knowledge?mentioning

confidence: 99%

“…According to Busch (2008) studies related to the tacit knowledge usually fall under the umbrella of the area of Knowledge Management, and the capturing of tacit knowledge has been noted as being fundamental concept to such management. He further argues that the role of Information Systems (IS) has expanded from being only information processing machines into becoming rather knowledge oriented.…”

Section: Topic Justificationmentioning

confidence: 99%

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Working with tacit knowledge: An empirical investigation in glass blowing tradition in Sweden

Kurti¹

2012

PsycEXTRA Dataset

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Tacit knowledge is argued to be a crucial resource to organizations' competitive advantage. The majority of research on tacit knowledge is oriented towards the conversion of tacit knowledge into explicit knowledge, thus assuming that all knowledge can be made explicit and captured in formal ways. These approaches overlook the intangible nature of tacit knowledge by overestimating that explicit knowledge. This study takes a human centered approach with the aim to examine the factors that are necessary for an environment that works with tacit knowledge. A theoretical framework derived from the literature review and served as guidance for the data collection and analysis. Hermeneutics is the underlying philosophy that guides this study. The study is qualitative study conducted in the glass blowing in Sweden, respectively in two sites Pukeberg and Transjö Hytta. Participants of the study were masters and apprentices from these two settings. Data collection methods included literature studies, documents, participant observation, informal interviews and semi-structured interviews.Results from the analysis show the significance of several social factors that need to be present in an environment that involves tacit knowledge. These factors appeared to be related to each other. Data analysis indicated that not all factors are equally important, thus they have been classified into primary and secondary factors. III Executive summaryIn the knowledge-driven society, tacit knowledge is argued to have become the primary resource for sustainable competitive advantage for organizations. The intangible nature that characterizes tacit knowledge is argued to provide organizations with unique market positions. Despite its importance, tacit knowledge has often been an ambiguous notion and often attributed as the opposite of the explicit knowledge. The majority of approaches focus towards the codification of tacit knowledge and ways of storing it into different Information Technology systems. These approaches treat knowledge as an object that can be detached from the humans, stored, transferred and shared.This study has taken a human centred approach aiming to identify the necessary factors that enable effective working with tacit knowledge. The study is conducted in the glass blowing tradition in Sweden, respectively in two glass blowing facilities. The rationale on focusing the study in this tradition relies on the fact that this tradition has preserved the traditional master/apprentice relation. Data is collected from both settings through literature studies, documents, participant observations, informal interviews and semi-structured interviews.Results from the data analysis show the significance of several social factors that need to be present in an environment that involves tacit knowledge. These factors appeared to be related to each other, some contributing to the others. Data analysis indicated that not all factors are equally important. Thus they have been classified into primary and secondary factors. Data collect...

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Section: Acknowledgmentsmentioning

confidence: 99%

Section: Topic Justificationmentioning

confidence: 99%

Section: Topic Justificationmentioning

confidence: 99%

Section: What Is Knowledge?mentioning

confidence: 99%

Section: Topic Justificationmentioning

confidence: 99%

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Working with tacit knowledge: An empirical investigation in glass blowing tradition in Sweden

Kurti¹

2012

PsycEXTRA Dataset

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Blended Working

Yperen¹,

Wörtler²

2017

The Wiley Blackwell Handbook of the Psychology of the Internet at Work

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Generational differences in soft knowledge situations: status, need for recognition, workplace commitment and idealism

Busch

Venkitachalam

Richards

2008

Knowl Process Manag

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Much knowledge management (KM) literature is focused on the improvements that can be made to organisations if they use their knowledge resource effectively. A great deal of knowledge rests in the heads of employees. Little to date has discussed the differences in soft knowledge utilisation amongst different generations of employees particularly in the IT sector. By generations we refer to the Baby Boomers, Generation X and Generation Y. Our study establishes that there were a number of differences between how the three Generations would deal with certain IT soft knowledge situations. These differences were along the following lines; issues of status in the workplace; need for recognition, typically by younger employees; issues of commitment to the workplace and finally idealism in the place of work.

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Tacit Knowledge in Organizational Learning

Cited by 58 publications

References 0 publications

Working with tacit knowledge: An empirical investigation in glass blowing tradition in Sweden

Working with tacit knowledge: An empirical investigation in glass blowing tradition in Sweden

Blended Working

Generational differences in soft knowledge situations: status, need for recognition, workplace commitment and idealism

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