Challenges Of Sharing Tacit Knowledge Within The Organization

In order to manage knowledge successfully, it is essential to clarify the essence of knowledge before identifying the importance of knowledge management. The perception of knowledge has been varied broadly; however, one of the generally accepted defintion is from Davenport and Prusak (1998). According to their points of view, knowledge is defined as a set of experience and values, it either comes from individuals ' mind or roots in the organisation, which can be found in the documents, routines, practices and norms, and is assumed to flow between individuals through various networks, being used to assess and embody new

Knowledge is considered as one of the most important and competitive resource for sustenance of the organisation (Zack, 1999). It can be compared to the strategic resource that can be used and applied in various frames of the organisation. Experienced managers in the organisations believe that company can receive strategic advantage through knowledge and not the strategies or actions implemented by competitors. Knowledge can be regarded as a strong approach that opens numerous ways of success. It is that weapon that help organisation to evaluate solutions in financial and other professional difficulties.

This is a problem that should be corrected in the organization because does not give the opportunity to the workers to learn and to improve information level. The organization should build up the Knowledge transferring and sharing atmosphere to gain all employees. Some individuals have difficulties in trusting people that they will share knowledge with. This is duty of the organization. Organization should build up an atmosphere of trust between employees. There should be a partnership working instead of being rival or competitors with each other. The employees of the company should know that doing is better than knowing and they should act instead of speaking. They should share knowledge with each other to act together to achieve satisfactory results. Toyota company motivates the workers to do successful work by gathering groups and teams and to transfer knowledge without thinking about competition or self

According to Davenport et al (1998), Knowledge Management is concerned with exploitation and development of knowledge asset of the organization with a view of the objective of the organization. Knowledge can be managed by explicit, documented knowledge, tacit and subjective knowledge. It also associated with knowledge creation as well as knowledge sharing. Thus, requires systems for creation and maintenance of knowledge repositories to cultivate and to aid knowledge sharing. Organizations that succeed in knowledge management are likely to view knowledge as an asset and to develop organization culture which support knowledge creation and knowledge sharing. Jennifer Rowley (1999) describes the implementation of knowledge management has the importance consequences for structure and culture of the organization, and the roles of managers as well as workers. We can say that knowledge management implementation is crucial as it will lead an organization to be at competitive advantages. There are two types of knowledge mainly explicit knowledge and tacit knowledge. Different people convey their knowledge differently. The philosopher Polanyi (1967) described tacit knowledge as knowing more than we can tell, or knowing how to do something without thinking about it, like ride a bicycle. Tacit knowledge is automatic, requires little or no time or thought and helps to determine how organizations make decision and influence the behavior of their member (Liebowitz and Beckman, 1998). Sternberg (1997) states that tacit knowledge is technical or cognitive as it made up of mental models, values, beliefs, perceptions, insights and assumptions. Technical tacit knowledge demonstrated when people master particular knowledge or skills whereas cognitive tacit knowledge include implicit mental models and perceptions that are ingrained they are taken for granted. Tacit knowledge basically is the “know-how” based on practice, experience and seldom expressed

What exactly is knowledge management? “Knowledge management is defined as developing a system to improve the creation and sharing of knowledge critical for decision making” (Kreitner, 217). Tacit knowledge involves the creative minds of the production because “it is personal, intuitive, and undocumented

Hislop, D. (2013). Knowledge management in organizations: A critical introduction (3rd ed.). Oxford, UK: Oxford University Press.

Knowledge management was defined as the turning of information into actionable knowledge which can be accessed by people who can apply it. Robbins (2003) gives a time perspective in his definition of knowledge management. He mentions as part of knowledge management the distribution of the right information to the right people at the right time. Lytras et al (2002) gives a definition of knowledge management which emphasises the purpose of knowledge management. In the definition creation of new capabilities, enablement for superior performance, encouraging innovation and enhancement of customer value were mentioned. For the purpose of this study the researcher summarised knowledge management as the intentional process of coordinating people, technology and systems to optimise creation and sharing of intellectual

Society is viewed as the collective thoughts, ideals and ways of life held and maintained by a group of individuals. Often these beliefs and practices of different societies are the result of a shared perspective or shared knowledge. However, with different individual components formulating the basis for a society, there is question to whether the shared or collective cognition is able to shape the way individuals themselves process information. In understanding the impact of how a socially constructed knowledge system can shape the individual’s own knowledge, I will invoke the reasoning of two separate areas of knowledge, specifically the humans sciences and ethics, that deal heavily with the human experience.

Tacit knowledge and explicit knowledge can be extremely important in our current workplace. These two are developed over time that help employees become expertise in their fields. Each one can bring value not only to the employee but the company in general. While employees cannot be directly seen, or observed learning, we can tell when people have learned by observing their behaviors. These behaviors are developed through either their experiences or what’s called tacit knowledge or classroom settings which is known as explicit knowledge. These two are not necessarily independent from one another, employees typically need some tacit knowledge to better understand explicit knowledge, while having some tacit knowledge can make learning explicit

Knowledge can refer to a theoretical or practical understanding of a subject. It can be tacit (as with practical skill or expertise) or explicit (as with the theoretical understanding of a subject); it can be more or less formal or systematic. Botha et al (2008) pointed out that tacit and explicit knowledge should be seen as a spectrum rather than as definitive points. Therefore, in practice, all knowledge is a mixture of tacit and explicit elements rather than being one or the other. The most important distinction within KM is between explicit and tacit knowledge. The overload of data is making knowledge management increasingly more important as it facilitates decision-making capabilities; builds learning organizations by making learning routine, and stimulates cultural change and innovation.

Behaviors are fairly different and are free from social infuluence, where shared knowledge will hahve no impact on personal knoewledge. Personal knowledge is all defined by personal experiences and thoughts. However, these thoughts usually occur because of shared knowledge. It can further be argued that shared knowledge will always play a larger role in impacting personal knowledge. This idea will be explored through Natural Sciences and the Arts. Further investigations will be taken to prove how shared knowledge shapes personal knowledge. The knowledge question is to what extent can shared knowledge shape personal knowledge? Shared knowledge is influenced by society, rather than individiual thought. As individuals if we accept shared knowledge are we also accepting an external objective reality? This question will also be explored through the two areas of

Shared knowledge and personal knowledge, although they may come from the same concept of acquiring them through a variety of situations, it differs on the process of gaining them. Thereupon, such approach is seen through human sciences and natural sciences. Human sciences portray shared knowledge through socio-psychological experiments and theories created from personal experiences and circumstances, as well as a set of collective norms and values that change depending on a group of society or culture. On the other hand, natural sciences are made up of theories, formulation of hypothesis and through experiments; which are obtained from paradigm shifts where it involves perception, reasoning, language, and memory. But how does shared knowledge and personal knowledge differ or are similar in both natural and human sciences?

Knowledge Management has been a core requirement of many organizational practices and mostly in gaining competitive advantage over other firms. Knowledge itself is precious but if not used properly, then

Organisational capital stems form the culture and values systems within an organisation. As has been discussed so far, human and social capital revolve around active employee participation in interpersonal interaction, learning and knowledge sharing. In order to sustain these effectively, employees within an organisation must be skilled at creating, acquiring and transferring knowledge, also known as a Learning Organisation (Garvin et al 2008). Researchers have proposed three building blocks of such an institution. The first one is ‘a supportive learning environment’, which comprises factors

Hewlett Packard (HP) is a leading multinational organization providing products and services in many IT related technologies such as computer hardware and software, printers, scanners, storage devices etc. In 1995, the company decided to introduce knowledge management in its organization that will make its systems, processes, outcomes superior with organized and systematic knowledge handling and storage. HP faces severe competition and thus has to be ahead of the market using many strategies, one of which is application of Knowledge Management (KM). With over 600 business units located