Search results
Results from the Tech24 Deals Content Network
Tacit knowledge or implicit knowledge —as opposed to formalized, codified or explicit knowledge —is knowledge that is difficult to express or extract; therefore it is more difficult to transfer to others by means of writing it down or verbalizing it. This can include motor skills, personal wisdom, experience, insight, and intuition.
Polanyi's paradox. Polanyi's paradox, named in honour of the British-Hungarian philosopher Michael Polanyi, is the theory that human knowledge of how the world functions and of our own capability are, to a large extent, beyond our explicit understanding. The theory was articulated by Michael Polanyi in his book The Tacit Dimension in 1966, and ...
The SECI model of knowledge dimensions (or the Nonaka-Takeuchi model) is a model of knowledge creation that explains how tacit and explicit knowledge are converted into organizational knowledge. The aim is to change the explicit knowledge of the model back into the tacit knowledge of the employees. [1] In this case, employees' tacit knowledge ...
Knowledge-Based Decision-Making (KBDM) in management is a decision-making process [2] that uses predetermined criteria to measure and ensure the optimal outcome for a specific topic. KBDM is used to make decisions by establishing a thought process and reasoning behind a decision. [3] It gathers vital background essentials [4] to collectively ...
As first described by Michael Polanyi, tacit knowledge is the knowledge of procedures. [33] It is a personal type of knowledge that cannot be shared simply through written or verbal communication. It is learned mostly through experience over time. For example, Toyota transfers tacit knowledge whenever it opens a new assembly factory.
Knowledge sharing is an activity through which knowledge (namely, information, skills, or expertise) is exchanged among people, friends, peers, families, communities (for example, Wikipedia), or within or between organizations. [1][2] It bridges the individual and organizational knowledge, improving the absorptive and innovation capacity and ...
Explicit knowledge is often seen as easier to formalize compared to tacit knowledge, but both are necessary for knowledge creation. Nonaka and Takeuchi introduce the SECI model as a way for knowledge creation. The SECI model involves four stages where explicit and tacit knowledge interact with each other in a spiral manner. The four stages are:
Knowledge retention is part of knowledge management. It helps convert tacit form of knowledge into an explicit form. It is a complex process which aims to reduce the knowledge loss in the organization. [71] Knowledge retention is needed when expert knowledge workers leave the organization after a long career. [72]