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Managing learning and tacit knowledge
Author(s) -
Platts M. J.,
Yeung M. B.
Publication year - 2000
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/1099-1697(200009/10)9:6<347::aid-jsc496>3.0.co;2-m
Subject(s) - tacit knowledge , knowledge management , argument (complex analysis) , explicit knowledge , knowledge value chain , business , organizational learning , procedural knowledge , personal knowledge management , computer science , knowledge engineering , biochemistry , chemistry
Many managers are starting to realize that the whole issue of managing learning and knowledge cannot simply be left to sophisticated databases and company intranets. One argument for the growing discontentment with current approaches is that they have been heavily focused on managing ‘explicit’ knowledge. ‘Tacit’ knowledge is being neglected, often either not considered or thought of as too soft and intangible to manage. This article argues that tacit knowledge is in fact a large piece of what knowledge management should be about. In light of this, some insights and approaches into managing tacit knowledge are suggested. Copyright © 2000 John Wiley & Sons, Ltd.