Tacit knowledge, nonaka and takeuchi seci model and informal knowledge processes

The organizational behavior and knowledge management literature has devoted a lot attention on how structural knowledge processes enhance learning. There has been little emphasis on the informal knowledge processes and the construct remains undefined. The purpose of this paper is to highlight the importance of informal knowledge processes, propose a definition for these processes and link them to the socialization and internalization processes suggested by Nonaka and Takeuchi in the SECI model. The paper offers a fresh perspective on how informal knowledge processes in organizations help to enhance the organization’s learning capability. It will enable scholars and managers to have a better understanding of how informal knowledge processes promote tacit knowledge.

[1]  Thomas H. Davenport,et al.  The rise of knowledge towards attention management , 2001, J. Knowl. Manag..

[2]  Michael H. Zack,et al.  Managing Codified Knowledge , 1999 .

[3]  Jon-Arild Johannessen,et al.  Mismanagement of tacit knowledge: the importance of tacit knowledge, the danger of information technology, and what to do about it , 2001, Int. J. Inf. Manag..

[4]  Wanda J. Orlikowski,et al.  Knowing in practice: Enacting a collective capability in distributed organizing , 2002, STUDI ORGANIZZATIVI.

[5]  Eric D. Darr,et al.  Developing the productivity of a dynamic workforce: The impact of informal knowledge transfer , 2002 .

[6]  Linda Argote,et al.  Managing Knowledge in Organizations: An Integrative Framework and Review of Emerging Themes , 2003, Manag. Sci..

[7]  Thomas Clarke,et al.  Corporate initiatives in knowledge management , 2001 .

[8]  Rajiv Sabherwal,et al.  An Empirical Study of the Effect of Knowledge Management Processes at Individual, Group, and Organizational Levels , 2003, Decis. Sci..

[9]  Carol Gorelick,et al.  For performance through learning, knowledge management is the critical practice , 2005 .

[10]  Robert H. Buckman.  KNOWLEDGE SHARING AT BUCKMAN LABS , 1998 .

[11]  C. Holsapple,et al.  Exploring primary activities of the knowledge chain , 2004 .

[12]  G. Hedlund.  A model of knowledge management and the N‐form corporation , 2007 .

[13]  Pierpaolo Andriani,et al.  Managing knowledge associated with innovation , 2003 .

[14]  B. Lundvall,et al.  The Learning Economy , 1994 .

[15]  Christopher Peter Lueg,et al.  Information, knowledge, and networked minds , 2001, J. Knowl. Manag..

[16]  P. Bierly,et al.  Organizational learning, knowledge and wisdom , 2000 .

[17]  I. Nonaka,et al.  The Concept of “Ba”: Building a Foundation for Knowledge Creation , 1998 .

[18]  Ali E. Akgün,et al.  Organizational Learning: A Socio-Cognitive Framework , 2003 .

[19]  Rajiv Sabherwal,et al.  Organizational Knowledge Management: A Contingency Perspective , 2001, J. Manag. Inf. Syst..

[20]  Lisa Abrams,et al.  Using Mentoring and Storytelling to Transfer Knowledge in the Workplace , 2001, J. Manag. Inf. Syst..

[21]  Swee C. Goh,et al.  Managing effective knowledge transfer: an integrative framework and some practice implications , 2002, J. Knowl. Manag..

[22]  L. Argote,et al.  KNOWLEDGE TRANSFER: A BASIS FOR COMPETITIVE ADVANTAGE IN FIRMS , 2000 .

[23]  Tua Haldin-Herrgård,et al.  Difficulties in diffusion of tacit knowledge in organizations , 2000 .

[24]  C. Gore,et al.  Knowledge management: The way forward , 1999 .

[25]  Andrew Parker,et al.  Knowing What We Know: Supporting Knowledge Creation and Sharing in Social Networks , 2001 .

[26]  B. Frey,et al.  Motivation, Knowledge Transfer, and Organizational Forms , 2000 .

[27]  Measurement and reporting of knowledge‐based assets , 2003 .

[28]  G. Huber.  Organizational Learning: The Contributing Processes and the Literatures , 1991 .