Download - Activities in Knowledge Creation
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