Tacit versus Explicit Knowledge
{"Image DocumentName": "Tacit versus Explicit Knowledge", "Image ImageDescription": "There is also tacit or unformalized knowledge and articulated or formal knowledge in organizations. KM practitioners and theorists trace the notion of tacit knowledge to the work of Michael Polyani (The Tacit Dimension. London, Routledge Kegan Paul, 1966). For him, tacit knowledge was personal knowledge derived from individual experience, drawing on such intangible things as beliefs, clues, hunches, instinct, values and perspective, implying an intimate connection between knowledge and action. Tacit knowledge is the intimate know-how of the experienced employee. It is the knowledge taken for granted until the employee departs the organization. Such tacit information disappears with the employee unless it is captured and recorded. Chun Wei Choo defines tacit knowledge as the implicit knowledge used by organizational members to perform their work skillfully. (Chun Wei Choo, Information Management for the Intelligent Organization, (Medford, NJ: ASIS&T, 2002), p. 264) Knowledge Management. SOASIST - 3/18/04.", "Image XResolution": "37", "Image YResolution": "37", "Image ResolutionUnit": "Pixels/Centimeter", "Image Software": "SlidePlayer", "Image YCbCrPositioning": "Centered"}