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Limitations Of Tacit Knowledge

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Introduction

KM (KM) is the process of capturing, training, sharing, and effectively using organizational knowledge. It adverts to a multi-disciplined approach to accomplishing organizational objectives by creating the best usage of knowledge. Today, in the internet era, knowledge has become crucial for organization all around the universe. This internet era whereby many data come from digital form makes many organizations making a motion towards the KM. KM creates a fresh operating environment where knowledge and experienced can easily be shared and also enables information and knowledge to emerge and flow to the proper people at the proper time then they can work more effectively and efficiently. KM also requires free flow of information …show more content…

Applying Tacit Knowledge in KM

According to Nonaka and Takeuchi, tacit knowledge is the knowledge of the experience tends to be subjective and physical. It is about ‘here and now’ relates to a specific practical context. Tacit knowledge is personal, known by and individual and is context specific. Tacit knowledge is highly experiential and difficult to document, communicate and also cannot easily be codified but can only be transmitted via training and experiences. Tacit knowledge is about, ‘know-what’, ‘know-why’, and ‘know-who’ in terms of individuals or organizations.

Most of KM project or programs have failed because of the organization unable to transfer the knowledge of the expertise into explicit knowledge. Tacit knowledge resides in the human mind but and the organization may be not aware of it. However, this tacit knowledge is the most difficult to capture because the knowledge is located actually inside the expertise 's head or human brain to be exact. This type of knowledge makes more difficult to process because sometime the organization itself what knowledge are important and which knowledge needs to be stored for the good of the …show more content…

Those systems which purport to make a success of KM must pay more than just lip service to these issues by encouraging a collaborative culture right from the initiation phase of usage and opening up a dialogue with employees to come up to the deeply entrenched “knowledge is power” culture. We have highlighted what are the causes KM to go wrong. If that all these issues can be addressed, that we have taken to describe these problems. If the barriers are internal to our organizations, it implies that we can convert them if we want to. KM needs to be taken as a key success factor of the overall business scheme, and it must therefore be institutionally recognized. Formal and informal measures must be cast in place, if KM is to throw any prospect of

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