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Tacit Knowledge: How Do We Interpret It? A Qualitative Study of Knowledge Management in Knowledge-Intensive Firms

Del Canale, Marco LU (2013) EKHR21 20111
Department of Economic History
Abstract
Knowledge is an element considered by common consent as strategic for innovation but at the same time it is quite confusing and ambiguous.
New approaches of management are less top-down orientated and more dialogical: they can enhance a successful transfer of tacit knowledge. Small companies interpret and transfer tacit knowledge in a “silent” way, namely the methodologies to transfer it are embedded and not formalized: this can lead to problematic losses of know-how (the skill of an individual to do a particular task) in the future. Their procedures are compared to the ones followed by a company which manages knowledge centrally and which strongly believes in a possible transfer of tacit knowledge through a previous conversion of tacit... (More)
Knowledge is an element considered by common consent as strategic for innovation but at the same time it is quite confusing and ambiguous.
New approaches of management are less top-down orientated and more dialogical: they can enhance a successful transfer of tacit knowledge. Small companies interpret and transfer tacit knowledge in a “silent” way, namely the methodologies to transfer it are embedded and not formalized: this can lead to problematic losses of know-how (the skill of an individual to do a particular task) in the future. Their procedures are compared to the ones followed by a company which manages knowledge centrally and which strongly believes in a possible transfer of tacit knowledge through a previous conversion of tacit to explicit knowledge, according to different methodologies. As well, concerning the transfer of tacit knowledge, IT tools play a determinant role even though there is a rooted skepticism whether in the future they can be a substitute for face-to-face contacts, giving the knowledge a social nature. Finally, the role of intuition in strategic decision making (SDM) is studied, understanding that personal ideas concerning an action often hide individual tacit knowledge and, even though this is linked to power and prestige, knowledge-intensive firms hardly work in order to let personal insights emerge. (Less)
Please use this url to cite or link to this publication:
author
Del Canale, Marco LU
supervisor
organization
course
EKHR21 20111
year
type
H1 - Master's Degree (One Year)
subject
keywords
Knowledge, Tacit/Explicit Knowledge Transfer, Information and Communication Technology, Intuition, Power, Sharing
language
English
id
3436938
date added to LUP
2013-01-31 14:42:51
date last changed
2013-01-31 14:42:51
@misc{3436938,
  abstract     = {Knowledge is an element considered by common consent as strategic for innovation but at the same time it is quite confusing and ambiguous. 
New approaches of management are less top-down orientated and more dialogical: they can enhance a successful transfer of tacit knowledge. Small companies interpret and transfer tacit knowledge in a “silent” way, namely the methodologies to transfer it are embedded and not formalized: this can lead to problematic losses of know-how (the skill of an individual to do a particular task) in the future. Their procedures are compared to the ones followed by a company which manages knowledge centrally and which strongly believes in a possible transfer of tacit knowledge through a previous conversion of tacit to explicit knowledge, according to different methodologies. As well, concerning the transfer of tacit knowledge, IT tools play a determinant role even though there is a rooted skepticism whether in the future they can be a substitute for face-to-face contacts, giving the knowledge a social nature. Finally, the role of intuition in strategic decision making (SDM) is studied, understanding that personal ideas concerning an action often hide individual tacit knowledge and, even though this is linked to power and prestige, knowledge-intensive firms hardly work in order to let personal insights emerge.},
  author       = {Del Canale, Marco},
  keyword      = {Knowledge,Tacit/Explicit Knowledge Transfer,Information and Communication Technology,Intuition,Power,Sharing},
  language     = {eng},
  note         = {Student Paper},
  title        = {Tacit Knowledge: How Do We Interpret It? A Qualitative Study of Knowledge Management in Knowledge-Intensive Firms},
  year         = {2013},
}