The Implications of tacit knowledge research for organizations

Debbie Richards; Peter Busch

The Implications of tacit knowledge research for organizations

Department of Computing

Research output: Chapter in Book/Report/Conference proceeding › Conference proceeding contribution

Abstract

With the growing realization that tacit knowledge is at least as important as codified knowledge, it is in the interest of organizations to manage their tacit knowledge resources and not to focus solely on the codified knowledge component in order to gain that competitive advantage. To that end we have been exploring the phenomena of tacit knowledge. Through a number of case studies we have found that the parameters conducive to tacit knowledge transfer include intimate meetings, lack of electronic communication and repeated contact. Such findings have ramifications for organization structure and management suggesting that when it comes to tacit knowledge large organizations may be at a disadvantage to small cottage style industries.

Original language	English
Title of host publication	Proceedings of the IASTED International Conference on Artficial Intelligence and Applications
Subtitle of host publication	February 14-16, 2005, Innsbruck, Austria
Editors	M. H. Hamza
Place of Publication	Anaheim, CA ; Calgary, AB
Publisher	ACTA Press
Pages	344-349
Number of pages	6
ISBN (Print)	0889864578
Publication status	Published - 2005
Event	IASTED International Conference on Artificial Intelligence and Applications - Innsbruck, Austria Duration: 14 Feb 2005 → 16 Feb 2005

Conference

Conference	IASTED International Conference on Artificial Intelligence and Applications
City	Innsbruck, Austria
Period	14/02/05 → 16/02/05

Keywords

Tacit knowledge
technology
social networks
knowledge diffusion

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title = "The Implications of tacit knowledge research for organizations",

abstract = "With the growing realization that tacit knowledge is at least as important as codified knowledge, it is in the interest of organizations to manage their tacit knowledge resources and not to focus solely on the codified knowledge component in order to gain that competitive advantage. To that end we have been exploring the phenomena of tacit knowledge. Through a number of case studies we have found that the parameters conducive to tacit knowledge transfer include intimate meetings, lack of electronic communication and repeated contact. Such findings have ramifications for organization structure and management suggesting that when it comes to tacit knowledge large organizations may be at a disadvantage to small cottage style industries.",

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Richards, D & Busch, P 2005, The Implications of tacit knowledge research for organizations. in MH Hamza (ed.), Proceedings of the IASTED International Conference on Artficial Intelligence and Applications: February 14-16, 2005, Innsbruck, Austria. ACTA Press, Anaheim, CA ; Calgary, AB, pp. 344-349, IASTED International Conference on Artificial Intelligence and Applications, Innsbruck, Austria, 14/02/05.

The Implications of tacit knowledge research for organizations. / Richards, Debbie ; Busch, Peter.

Proceedings of the IASTED International Conference on Artficial Intelligence and Applications: February 14-16, 2005, Innsbruck, Austria. ed. / M. H. Hamza. Anaheim, CA ; Calgary, AB : ACTA Press, 2005. p. 344-349.

Research output: Chapter in Book/Report/Conference proceeding › Conference proceeding contribution

TY - GEN

T1 - The Implications of tacit knowledge research for organizations

AU - Richards, Debbie

AU - Busch, Peter

PY - 2005

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N2 - With the growing realization that tacit knowledge is at least as important as codified knowledge, it is in the interest of organizations to manage their tacit knowledge resources and not to focus solely on the codified knowledge component in order to gain that competitive advantage. To that end we have been exploring the phenomena of tacit knowledge. Through a number of case studies we have found that the parameters conducive to tacit knowledge transfer include intimate meetings, lack of electronic communication and repeated contact. Such findings have ramifications for organization structure and management suggesting that when it comes to tacit knowledge large organizations may be at a disadvantage to small cottage style industries.

AB - With the growing realization that tacit knowledge is at least as important as codified knowledge, it is in the interest of organizations to manage their tacit knowledge resources and not to focus solely on the codified knowledge component in order to gain that competitive advantage. To that end we have been exploring the phenomena of tacit knowledge. Through a number of case studies we have found that the parameters conducive to tacit knowledge transfer include intimate meetings, lack of electronic communication and repeated contact. Such findings have ramifications for organization structure and management suggesting that when it comes to tacit knowledge large organizations may be at a disadvantage to small cottage style industries.

KW - Tacit knowledge

KW - technology

KW - social networks

KW - knowledge diffusion

M3 - Conference proceeding contribution

SN - 0889864578

SP - 344

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BT - Proceedings of the IASTED International Conference on Artficial Intelligence and Applications

A2 - Hamza, M. H.

PB - ACTA Press

CY - Anaheim, CA ; Calgary, AB

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