The Dimensions of Tacit & Explicit Knowledge: A Description and Measure

Abstract

Knowledge workers are often employed to extract knowledge from domain experts in order to codify knowledge held by these experts. The extent to which workers rely on tacit or explicit knowledge may produce inefficiencies and reduce productivity if the information is not shared among those who need it or it encapsulates strategic goals and is inadvertently shared with those who might undermine the firm's competitive advantage. This paper discusses the nature of tacit versus explicit knowledge in terms of the dimensions thought to contribute to its degree of tacitness. We present an instrument designed to elicit perceptions regarding the nature of knowledge used by workers and their degree of reliance on tacit knowledge. Use of this instrument by managers would help them identify pockets of tacit knowledge within the firm that could either be made explicit so that other workers can benefit from it or prevented from becoming explicit should its strategic value require protection