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Detailed Topics
Concepts
Frameworks
Bodies of Knowledge
Industry based Perspectives
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Tacit
One of Polanyi's famous
aphorisms is: "We know more than we can tell." Tacit knowledge
consists often of habits and culture that we do not recognize in
ourselves. In the field of knowledge management the concept of
tacit knowledge refers to a knowledge which is only known to you and
hard to share with someone else, which is the opposite from the concept
of explicit knowledge.
The
tacit aspects of knowledge are those that cannot be codified, but can
only be transmitted via training or gained through personal experience.
Tacit knowledge has been described as “know-how” (as opposed to
“know-what” [facts] and “know-why” [science]).
Transactional
A well-formed transaction is a series of
operations that transition a system from one consistent state to another
consistent state. Our use of transactional systems is therefore
usually defined as procedural frameworks that are the subjects pointed
to by the contexts defined in the semantic web created by L4.
Benefits of Tacit
enabled Frameworks
Tacit
knowledge has been found to be a crucial input to the innovation
process. A enterprise’s ability to innovate depends on its level of
tacit knowledge of how to innovate (conduct research, develop prototypes
of new products & processes, adapt these prototypes into models fit for
mass-production) and of how to implement innovations into manufacturing, communications, transportation, etc.
Tacit
knowledge may seem a simple idea but the implications are huge and far
reaching – all sort of enormous technological and social mistakes have
occurred because people push certain policies – technical or social
have lacked the vital tacit knowledge – either leading to misguided and
therefore doomed policies, or misguided implementation of a good policy
so still leading to failure.
There are many implications for organizational learning and knowledge
management, including:
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The difficulty inherent
in tacit knowledge transfer is that subject matter experts and key
knowledge holders may not be aware--hence, unable--to articulate,
communicate and describe what they know. Thus, tacit knowledge can be
a sustainable competitive advantage.
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Tacit knowledge is
embedded in group and organizational relationships, core values,
assumptions and beliefs. It is hard to identify, locate, quantify, map
or value.
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Tacit knowledge is
impossible to transmit through central media but it can be transmitted
by lateral media. L4 promotes such a lateral media.
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Tacit knowledge is
embedded in human capital. This makes it valuable as a strategic
advantage over competitors in terms of innovations, trade secrets,
ideas and new technologies.
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