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Informal knowledge protection methods refer to the use of informal mechanisms such as human resource management practices or secrecy to protect knowledge assets. There is notable amount of knowledge that cannot be protected by formal methods, and for which more informal protection might be the most efficient option.
For example, some researchers assess knowledge as changes in an organization's practices or routines that increase efficiency. [27] Other researchers base it on the number of patents an organization has. [28] Knowledge management is the process of collecting, developing, and spreading knowledge assets to enable organizational learning.
History of knowledge management is quite short because there was a long-time lack of consensus on what would be a good definition of knowledge management. Before starting to use knowledge management as a theoretical frame there was only know-how about thinking with knowledge. The most important key factor of knowledge management is recognizing ...
SECI model of knowledge dimensions. Assuming that knowledge is created through the interaction between tacit and explicit knowledge, four different modes of knowledge conversion can be postulated: from tacit knowledge to tacit knowledge (socialization), from tacit knowledge to explicit knowledge (externalization), from explicit knowledge to explicit knowledge (combination), and from explicit ...
Knowledge sharing is part of the three-phase knowledge management process which is a continuous process model. The three parts are knowledge creation, knowledge implementation, and knowledge sharing. The process is continuous, which is why the parts cannot be fully separated. Knowledge creation is the consequence of individuals' minds ...
Knowledge transfer can also be achieved through investment programme, both intentionally and unintentionally in the form of skills, technology, and "tacit knowledge" including management and organisational practices. For example, foreign investment in African countries have shown to provide some knowledge transfer.
Knowledge-creating companies, he believed, should be focused primarily on the task of innovation. This laid the foundation for the new practice of knowledge management, or "KM", which evolved in the 1990s to support knowledge workers with standard tools and processes.
The knowledge in organizations is more complicated. Except from formal and informal documents, Davenport & Prusak’s (1998) also introduced routines, processes, practices and norms. It may therefore be clear that organizational knowledge is much more than a sum of all the individual knowledge (see Bhatt, 2000a).