Difference between revisions of "Tacit Knowledge"
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| − | {{Term|TACIT KNOWLEDGE|Type of knowledge that resides in human brain and that is essentially difficult to write down. It consists of mental models, beliefs, experiences and perspectives so ingrained that they are taken for granted, and therefore are not easy to articulate. It is hard to transfer from one person to another and must be gained by dialog and personal experience. For tacit knowledge to be shared it needs supporting platforms like culture, social network, trust and motivation among employees. It is the opposite of explicit knowledge. <ref> [http://www.rgsmithassociates.com www.rgsmithassociates.com](19 April 2008), Harvard | + | {{Term|TACIT KNOWLEDGE|Type of [[Knowledge|knowledge]] that resides in human brain and that is essentially difficult to write down. It consists of [[Mental Models|mental models]], beliefs, experiences and perspectives so ingrained that they are taken for granted, and therefore are not easy to articulate. It is hard to transfer from one person to another and must be gained by dialog and personal experience. For tacit knowledge to be shared it needs supporting platforms like culture, [[Social Network|social network]], trust and motivation among employees. It is the opposite of [[Explicit Knowledge|explicit knowledge]]. <ref> [http://www.rgsmithassociates.com www.rgsmithassociates.com](19 April 2008), Nonaka, I., The Knowledge-Creating Company, 1991, Harvard Business Review on Knowledge Management, Harvard Business School Press</ref>}} |
Latest revision as of 08:45, 28 August 2008
 TACIT KNOWLEDGE |
| Type of knowledge that resides in human brain and that is essentially difficult to write down. It consists of mental models, beliefs, experiences and perspectives so ingrained that they are taken for granted, and therefore are not easy to articulate. It is hard to transfer from one person to another and must be gained by dialog and personal experience. For tacit knowledge to be shared it needs supporting platforms like culture, social network, trust and motivation among employees. It is the opposite of explicit knowledge. [1] |
References
- ↑ www.rgsmithassociates.com(19 April 2008), Nonaka, I., The Knowledge-Creating Company, 1991, Harvard Business Review on Knowledge Management, Harvard Business School Press