Converting tacit knowledge into explicit knowledge in organisations
Business organisations are increasingly viewing knowledge as their most valuable and strategic resource to remain competitive. Every organisation has both explicit knowledge, referring to carefully analysed and defined knowledge, and tacit knowledge, referring to complex knowledge, difficult to spe...
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| Format: | Article |
| Language: | English |
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University of Johannesburg
2022-10-01
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| Series: | Communicare |
| Subjects: | |
| Online Access: | https://journals.uj.ac.za/index.php/jcsa/article/view/1830 |
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| _version_ | 1832593812072955904 |
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| author | M.M. Hugo-Burrows |
| author_facet | M.M. Hugo-Burrows |
| author_sort | M.M. Hugo-Burrows |
| collection | DOAJ |
| description |
Business organisations are increasingly viewing knowledge as their most valuable and
strategic resource to remain competitive. Every organisation has both explicit knowledge,
referring to carefully analysed and defined knowledge, and tacit knowledge, referring
to complex knowledge, difficult to specify and often unrecorded. Tacit knowledge
becomes embedded in an individual's personal expertise and cannot be expressed through
the normal use of words. But it is precisely the tacit knowledge that often delivers a
sustainable competitive advantage, as it is this part that competitors have difficulty
in replicating. Many organisations are realizing that they must explicitly manage their knowledge
resources and capabilities, and they have initiated a range of knowledge management
programmes. An important managerial responsibility resides in managing the knowledgetransfer
context, including the assessment of all knowledge possessed by a firm. This
necessitates the conversion of tacit knowledge into explicit knowledge. This article looks at the tacit knowledge literature and focuses on the existing methods of converting tacit knowledge into implicit knowledge in organisations. A pilot survey
on existing tacit knowledge articulation in a large South African province is discussed.
This has pointed towards a more comprehensive research project, with the aim of
providing a model for tacit knowledge communication strategies in South African
multicultural firms.
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| format | Article |
| id | doaj-art-f49c1cbdef2b451a94456bbb62e2b8ed |
| institution | Kabale University |
| issn | 0259-0069 2957-7950 |
| language | English |
| publishDate | 2022-10-01 |
| publisher | University of Johannesburg |
| record_format | Article |
| series | Communicare |
| spelling | doaj-art-f49c1cbdef2b451a94456bbb62e2b8ed2025-01-20T08:49:57ZengUniversity of JohannesburgCommunicare0259-00692957-79502022-10-0121110.36615/jcsa.v21i1.1830Converting tacit knowledge into explicit knowledge in organisationsM.M. Hugo-Burrows0University of Stellenbosch Business organisations are increasingly viewing knowledge as their most valuable and strategic resource to remain competitive. Every organisation has both explicit knowledge, referring to carefully analysed and defined knowledge, and tacit knowledge, referring to complex knowledge, difficult to specify and often unrecorded. Tacit knowledge becomes embedded in an individual's personal expertise and cannot be expressed through the normal use of words. But it is precisely the tacit knowledge that often delivers a sustainable competitive advantage, as it is this part that competitors have difficulty in replicating. Many organisations are realizing that they must explicitly manage their knowledge resources and capabilities, and they have initiated a range of knowledge management programmes. An important managerial responsibility resides in managing the knowledgetransfer context, including the assessment of all knowledge possessed by a firm. This necessitates the conversion of tacit knowledge into explicit knowledge. This article looks at the tacit knowledge literature and focuses on the existing methods of converting tacit knowledge into implicit knowledge in organisations. A pilot survey on existing tacit knowledge articulation in a large South African province is discussed. This has pointed towards a more comprehensive research project, with the aim of providing a model for tacit knowledge communication strategies in South African multicultural firms. https://journals.uj.ac.za/index.php/jcsa/article/view/1830tacit knowledge into explicit knowledgecommunication challengeBusiness organisationsSouth African multicultural firms |
| spellingShingle | M.M. Hugo-Burrows Converting tacit knowledge into explicit knowledge in organisations Communicare tacit knowledge into explicit knowledge communication challenge Business organisations South African multicultural firms |
| title | Converting tacit knowledge into explicit knowledge in organisations |
| title_full | Converting tacit knowledge into explicit knowledge in organisations |
| title_fullStr | Converting tacit knowledge into explicit knowledge in organisations |
| title_full_unstemmed | Converting tacit knowledge into explicit knowledge in organisations |
| title_short | Converting tacit knowledge into explicit knowledge in organisations |
| title_sort | converting tacit knowledge into explicit knowledge in organisations |
| topic | tacit knowledge into explicit knowledge communication challenge Business organisations South African multicultural firms |
| url | https://journals.uj.ac.za/index.php/jcsa/article/view/1830 |
| work_keys_str_mv | AT mmhugoburrows convertingtacitknowledgeintoexplicitknowledgeinorganisations |