Literature review: Activities in

Knowledge CREATIONMHR1023:

KNOWLEDGE MANAGEMENT

MATAHATI MAHBOL MH101097

INTRODUCTION

Assets of Knowledge Management is tacit & explicit knowledge

Tacit knowledge:Polanyi (1962) - Knowledge

that is non-verbalizable, intuitive and unarticulated

Explicit knowledge:Nonako and Takeuchi (1995)

- Codified and transferable in formal, systematic methods

such as in rules and procedures

Reveals by interplay from the 4 agents

ACTIVITIES IN KNOWLEDGE

creation

Activities Knowledge

Creation

Role of peer relationship

Tacit & explicit contribute in learningPeer help in make others understand and comfortable while doing the jobs

Role of peer relationship

Understanding of knowledge has been asked by Peroune (2007)Through the interviews they capable to recognize the tacit knowledge through discussion, communication and sharing experience.

Role of peer relationship

Theme in role of peer relationship

Size

Dialogue

Trust

Wavelength

Knowledge manageme

nt

Storytelling

Bhardwaj and Monin (2006) has studying the role of tacit knowledge using storytelling

methodStory as "written and spoken experienced of employees in the social, psychological and

cultural context in which organizational operates

Erickson (1995), was figured that storytelling as an important catalyst and tool for design and

communication.

Important to understand the multidimensional

context of tacit knowledge for the holistic management of organization knowledge

Transferring knowledge

The process of sharing experiences and thereby creating tacit knowledge, such as shared mental models and technical skills.

The process of articulating tacit knowledge into explicit concepts.

This process is closely related to 'learning by doing'

The process of systematizing concepts into a knowledge system,

4 MO

DES O

F KNO

WLED

GE CO

NVERSIO

N

Transferring knowledgeFactors in transferring by Foos, Schum and Rothenberg (2006)

42.5% conscious distinction amongst the team between tacit knowledge integration and technology transfer

75% agreed project team managed the integration of tacit knowledge into their organization,

92.5% respondents indicated that they have no process to help the team distinguish between complex, tacit knowledge and technology transfer

CONCLUSION

3 activities in knowledge

creation

Able to improve the performance

Managing knowledge is

important within organization

Through that performance could able be measured and understand

the job