Abstract
Problem statement: Knowledge Management (KM) is often equated with content management. Indeed, robust knowledge management processes include a database; but, information becomes knowledge when it is understood, manipulated and can become tied to a purpose or idea. By equating KM with content management and by equating the purpose of KM with predictability and control, companies may inadvertently de-emphasize knowledge creation and transfer. To keep pace with global market dynamics, an explicit focus on t he creation and transference of new knowledge and transferring has to be encouraged. Companies that a re able to foster new knowledge creation and transference alongside the more traditional view of KM are able to strike a balance between effectiveness and efficiency and between innovation and productivity. But, how do companies foster knowledge creation and, further, how do they transf er such knowledge? Approach: The purpose of this study was to explore the various connections b etween knowledge transfer focusing on explicit and tacit knowledge. Results: The research argued and resulted impacting the dis cipline of Knowledge Transfer (KT). The discipline's main ideas and thei r directions and limitations were examined. Conclusion: Additionally, the researchers proposed a knowledge transfer model which diagrams the transfer flow between explicit and tacit knowledge. The authors put forth a new direction of exploration in the transference of explicit and tac it knowledge-the knowledge transfer flow model.
Highlights
Knowledge is the key resource we possess as a country both militarily and economically, it is only through managing that knowledge that we can successfully move forward in our progress towards innovation (Drucker, 1994)
Beyond looking at the bottom-line, corporations are increasingly focused on gaining strategic advantage by capitalizing upon their know-how (Helm, 2010)
Through synthesizing prior knowledge and combing it with data or information, new tacit and explicit knowledge is created. This process is defined as foundational values, beliefs and ideals which few rarely knowledge discover
Summary
Knowledge is the key resource we possess as a country both militarily and economically, it is only through managing that knowledge that we can successfully move forward in our progress towards innovation (Drucker, 1994). Rastogi (2000) defines knowledge management as ‘a systematic and integrative process of coordinating organization-wide activities of acquiring, creating, storing, sharing, diffusing, developing and deploying knowledge by individuals and groups in pursuit of major organizational goals. It is the process through which organizations create and use their institutional and collective knowledge.’. Often formed in peer groups from having shared experiences, the fundamental principle is being able to empathize with others creating a level social environment that enables the transfer of tacit knowledge. As previously noted, the two types of knowledge most
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