Tacit & explicit knowledge

 9.Tacit & explicit knowledge 


Introduction

Knowledge is a critical asset for organizations, and understanding its various forms is essential for effective knowledge management. Two primary dimensions of knowledge, tacit and explicit, play a central role in shaping how organizations acquire, share, and utilize information. This article explores the distinctions between tacit and explicit knowledge, their implications for knowledge management, and the interplay between these dimensions.


Tacit Knowledge: Implicit Expertise

Tacit knowledge refers to the unspoken, unwritten, and often personal knowledge that individuals possess based on their experiences, intuition, and insights (Polanyi, 1966). This form of knowledge is deeply rooted in an individual's expertise and is challenging to articulate or codify. Tacit knowledge encompasses skills, intuition, and mental models that individuals use to navigate their work environments effectively.

One of the challenges associated with tacit knowledge is its implicit nature, making it difficult to formalize and share with others (Nonaka & Takeuchi, 1995). However, it is a valuable asset as it often constitutes the expertise that distinguishes high-performing individuals within an organization.

Explicit Knowledge: Codified and Formalized

In contrast, explicit knowledge is codified, documented, and can be easily articulated and communicated (Nonaka & Takeuchi, 1995). This form of knowledge exists in tangible forms such as documents, manuals, databases, and can be readily shared among individuals. Explicit knowledge is crucial for standardizing processes, facilitating communication, and providing a foundation for organizational learning.

Advancements in technology have significantly facilitated the management of explicit knowledge. With the rise of knowledge management systems, organizations can efficiently store, retrieve, and disseminate explicit knowledge across various channels (Doe, 2016). This makes it a vital component in organizational knowledge sharing and collaboration.

Knowledge Conversion: Tacit to Explicit and Vice Versa

One of the key insights from the knowledge management literature is the dynamic process of knowledge conversion between tacit and explicit forms (Nonaka & Takeuchi, 1995). This conversion involves socialization (tacit to tacit), externalization (tacit to explicit), combination (explicit to explicit), and internalization (explicit to tacit). Understanding this conversion process is crucial for organizations seeking to leverage both dimensions of knowledge effectively.

For instance, during the externalization process, tacit knowledge is articulated and documented, transforming it into explicit knowledge that can be shared across the organization. Conversely, during internalization, individuals absorb explicit knowledge, converting it into their tacit knowledge through learning by doing and direct experience.

Implications for Knowledge Management

Recognizing the coexistence and interdependence of tacit and explicit knowledge has profound implications for knowledge management strategies (Grant, 1996). Organizations need to foster a culture that encourages the sharing of tacit knowledge through collaborative platforms, mentoring programs, and communities of practice. Simultaneously, investing in technologies and systems that facilitate the storage and dissemination of explicit knowledge is crucial for efficient organizational learning.

Moreover, the need for a corporate global mindset, as emphasized by Begley and Boyd (2003), is particularly relevant in the context of knowledge management. In a globalized environment, organizations must consider cultural variations in knowledge sharing practices, as different cultures may have distinct preferences for the expression and transfer of tacit and explicit knowledge.

Conclusion

Tacit and explicit knowledge represent two integral dimensions of organizational knowledge. While tacit knowledge encapsulates the expertise and insights held by individuals, explicit knowledge provides a formalized and shareable repository. Recognizing the dynamics between these forms of knowledge and implementing effective knowledge conversion processes are vital for organizations aspiring to enhance their learning capabilities and remain competitive in a knowledge-driven world.

References

Begley, T., & Boyd, D. (2003). The need for a corporate global mindset. Sloan Management Review, 44(2), 78–86.

Doe, C. (2016). Knowledge Management: Does Technology Matter? International Journal of Knowledge Management (IJKM), 12(1), 16–34.

Grant, R. M. (1996). Prospering in dynamically-competitive environments: Organizational capability as knowledge integration. Organization Science, 7(4), 375–389.

Nonaka, I., & Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.

Polanyi, M. (1966). The Tacit Dimension. New York: Doubleday.

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