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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.
Knowledge creation is the consequence of individuals' minds, interactions, and activities. Developing new ideas and arrangements alludes to the process of knowledge creation. Using the knowledge which is present at the company in the most effective manner stands for the implementation of knowledge. Knowledge sharing, the most essential part of ...
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).
Despite these various studies, knowledge management literature and practice are lacking research on how decision-making styles influence the processes of knowledge management on organizational performance. [11] Decision-making is a solid part of the problem solving process.
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 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. [71]
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.