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Relational tacit knowledge: Relational tacit knowledge could be made explicit, but not made explicit for reasons that touch on deep principles that have to do with either the nature or location of knowledge of the way humans are made. This knowledge refers to things we could describe in principle if someone put effort into describing them.
A certain level of trust needs to be established between individuals to capture tacit knowledge. [6] Tacit knowledge comprises a range of conceptual and sensory information that is featured with strong personal subjectivity. It is implicitly reflected in human actions; as argued by Polanyi, "tacit knowledge dwells in our awareness". [2]
Externalization (Tacit to Explicit) – Externalization is the process of making tacit knowledge explicit, wherein knowledge is crystallized and is thus able to be shared by others, becoming the basis of new knowledge. At this point, personal tacit knowledge becomes useful to others as well, because it is expressed in a form that can be ...
Typically existing only in the minds of individuals, tacit knowledge is normally very difficult to capture, with most organizations depending almost entirely on the explicit knowledge. This makes experiential learning, productivity gains, and competitiveness slow and expensive to acquire.
The strong-interface position views language learning much the same as any other kind of learning. In this view, all kinds of learning follow the same sequence, from declarative knowledge (explicit knowledge about the thing to be learned), to procedural knowledge (knowledge of how the thing is done), and finally to automatization of this procedural knowledge.
Knowledge retention is part of knowledge management. It helps convert tacit form of knowledge into an explicit form. It is a complex process which aims to reduce the knowledge loss in the organization. [67] Knowledge retention is needed when expert knowledge workers leave the organization after a long career. [68]
Wasko and Faraj describe three kinds of knowledge: knowledge as object, knowledge embedded within individuals, and knowledge embedded in a community. [12] CoPs are associated with finding, sharing, transferring, and archiving knowledge, as well as making explicit "expertise", or articulating tacit knowledge. Tacit knowledge is considered to be ...
Knowledge-based decision making model [1] Knowledge-Based Decision-Making (KBDM) in management is a decision-making process [2] that uses predetermined criteria to measure and ensure the optimal outcome for a specific topic. KBDM is used to make decisions by establishing a thought process and reasoning behind a decision. [3]