Tacit Knowledge And The Industrial Revolution

Tacit knowledge – know the definition and know what facilitates the exchange of this kind of knowledge (refer to discussion in Rutland and O’Hagan article).

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

In the book written by Nonaka (2000), presented a summary of the ideas that underlie the notion of knowledge: (1) Knowledge is justified true believe; (2) Knowledge is something that is explicit (tacit knowledge); (3) knowledge creation effectively dependent on the context that allows the creation of occurrence; (4) knowledge creation involves five main steps are: a). Sharing knowledge explicitly (tacit knowledge), b) created the concept, c). Justifying concepts, d). Build a prototype, and e). Do the dissemination of knowledge.

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

The superior capabilities of knowledge management systems provide an opportunity for the business to engage the most effective components and recognize the importance of communication to make informed, accurate decisions (McGrath, 2001). This system can organize the company’s knowledge resources, knowledge obtaining, organizing, and applying to make a sound routine the will enforce effectiveness (Niu, 2008). The dynamic function of knowledge management to create, capture, and apply knowledge to achieve an organization’s objective will allow them to be more profitable and successful (Zucker, 1986). In addition to increasing profits, the system can be also used to reduce costs and enhance research and development (DeTienne & Jackson, 2001). With all of these advantages, it would be wasteful for a company to not employ knowledge management. As seen in the Discovery Communications, Inc. example, the company can attribute their new productivity levels and increase in ease of securing documents to the knowledge management system that put into place by Carefree Technology. Like Discovery Communications, Inc., knowledge management is so popular today because companies can collect, process and share knowledge to ignite employees ' creativity which in turn will make the business grow. Wenhong and Jianhua (2009) explained the core of knowledge management is to convert company’s knowledge resources into an increased company

Before the advent of the Industrial Revolution, most people resided in small, rural communities where their daily existences revolved around farming. Life for the average person was difficult, as incomes were meager, and malnourishment and disease were common. People produced the bulk of their own food, clothing, furniture and tools. Most manufacturing was done in homes or small, rural shops, using hand tools or simple machines.

Technology is a catch word of our times - an immensely important word, but a catch-word all the same. What- ever people may understand by the term, they have learnt that it is technology which is transforming society at an ever-accelerating pace. The only thing that is novel about the word 'technology' is the new emphasis we place on it. Technology has always been with us. It is not something outside society, some external force by which we are pushed around. It is one of the main roots of man's social, political and commercial life; and it will always be that. Even the cry about our technological backwardness relative to other countries merely echoes a message that was drummed out ceaselessly in the latter half of the nineteenth century. To-day, of course, we mostly use the term to signify the organized exploitation of scientific knowledge, particularly new scientific knowledge, to make people need or want, or are persuaded they want, as they strive for an ever better material life. We welcome without hesitation the transforming influence these things are exercising in our social lives, in the same way as our forebears of the eighteenth century accepted what one might call the fruits of the protoscientific technology of the industrial revolution.

In order to create knowledge a frim must enable five knowledge creation practices throughout the entire organization. The first enabler is the clear knowledge vision of its ‘learn local, act global’ strategy which delivers a specific goal or direction that employees must push towards. The second enabler, allows for further enrichment of the vision, as Toyota facilitates communication among employees to inhibit a strong sharing culture. The third enabler pin points on knowledge activists, or Japanese employees that are sent from the headquarters to overlook operations happening overseas directly. The fourth enabler allows for the strengthening of relationships among the stakeholders, which they believe will also facilitate knowledge sharing especially with suppliers. The final enabler considers the issue of knowledge distribution on the global scale. But as Toyota’s vision states, the company expects to use the best local knowledge and distribute it globally. Together, the enablers work together and play an important role for the knowledge creation and growth of Toyota Motor Corporation as a

The problem for this dissertation study test the challenges associated with creating, capturing and sharing knowledge. Doda (2017) describes this method as knowledge management. This method uses a critical goal of improving learning and performance in an organizational framework. Knowledge management as theory and a model was improved by Dalkir in 2005 (Atieh & Somayeh, 2017).

Explicit knowledge is easily transformed through written or verbal communication, while tacit knowledge can be very difficult to articulate to others. Also, explicit knowledge is readily available to most, can be learned through books, always conscious and accessible information, and is general information. Tacit knowledge is highly personal in nature, is based on experience, sometimes holders doesn’t even recognize that they possess it, and is situation specific. Each of these ways of learning have their places in the work place and beneficial if companies are challenging their

The Industrial Revolution began in 19th century England and eventually spread to Belgium, France, Germany, the United States and Japan. It was a fundamental change in the way goods were produced, due to the Agrarian Revolution and new technology; it altered the way people lived. The Industrial Revolution, a major turning point in world history, began in England because of the important pre existing economic abundance of natural resources that fueled industry, the agricultural revolution which provided the availability of workers by lessening the need for farmers, and the technological innovations made in England. The mixture of new technology and already existing resources that benefited the economy gave rise to the revolution having its start in England.

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.

With the benefit of hindsight, it is apparent that in the knowledge era, creating and leveraging knowledge is the business of business. By all available measures, the stock market is already providing handsome rewards to companies that successfully leverage their knowledge--a phenomenon that will almost surely grow in significance as knowledge-based organizations increase in size and number. A number of firms are anticipating this and looking to knowledge management to enhance, measure, and manage the knowledge of their employees and organizations more effectively.

Understanding the nature, role, importance, and value of tacit knowledge at individual or group level, is imprudent to formulating a KM strategy You must also formulate decisions about the organizations cultural change, picking the appropriate tools and finding a suitable measurement system. Without awareness of tacit knowledge any KM program is unlikely to maintain perspective and balance. In contrast to the views held by the tacit knowledge approach, the explicit knowledge approach shows that knowledge is something that can be explained by individuals. The explicit knowledge takes some effort and assistance may be required to obtain the desired knowledge. As a result, the explicit knowledge approach assumes that the useful tacit knowledge of individuals in organizations can be articulated and made explicit. The explicit knowledge approach also shows that explicit knowledge assets can then be dispersed within an organization through documents, drawings, standard operating procedures, manuals of best practice, and the like.

We are standing at the precipice of what some call the 4th Industrial Revolution. The 4th Industrial Revolution is being described as a technological revolution that will fundamentally alter the way we live, work, and relate to one another. We are rapidly moving to an era where billions of people will be connected by mobile devices with unprecedented processing power and storage capacity. Our access to knowledge will be unlimited.