Capturing Tacit Knowledge Research Articles

CONCEPT MAPS COLLABORATIVE CREATION IN PRODUCT LIFECYCLE MANAGEMENT

AbstractOne of the greatest challenges of effectively managing knowledge in an organization is promoting seamless connections of operations between departments, the Product Lifecycle Management paradigm. It is also a paradigm that fosters organizational adaptability and quick change in production. Historically, information systems supporting operations have been developed with a specific department's culture in background. Due to this legacy, connecting data, information systems and people across the product lifecycle is an ongoing puzzle for organizations. Theorists and practicians agree on the need to include employees' expertise and vision in this process. However, this involves multiple perspectives and needs that are different but equally valid make. This study explores a tacit knowledge capture tool to be used as a means to voice the interaction and negotiation among employees. Through its influence on ontologies, concept maps collaborative creation can provide a usability tool focused on meaning throughout the product lifecycle. A literature review of the challenges involved and of the proposed tool is presented, followed by a use case and concluded with recommendations drawn from theory and practice.

Capturing Tacit Knowledge in Security Operation Centers

The use of tacit knowledge has previously been shown to help expedite problem-solving procedures in the setting of medical emergency responses, as individuals can use past experiences in present and future challenges. However, there is a lack of understanding in its application in IT and socio-technical management. This paper examines the thought processes observed in Security Operational Centre (SOC) analysts facing threat events to lay the groundwork for tacit knowledge management in SOCs. Based on Sternberg's fieldwork in tacit knowledge, we conducted semi-structured interviews with ten analysts to explore the key artefacts and individual traits that aid their approach to communication, and to examine the thought processes under hypothetical incident handling scenarios. The results highlight a unanimous pursuit of Root Cause Analysis (RCA) upon the outbreak of an incident and stages of decision-making when escalating to third party support providers. Using Business Process Modelling and Notation (BPMN), we show the procedural elements of tacit knowledge from several scenarios. The results also suggest that simulation environments and physical proximity with analysts and vendors can facilitate the transfer of tacit knowledge more effectively in SOCs.

Tacit Knowledge Capture in Thai Design and Consulting Firms

Tacit Knowledge Capture in Thai Design and Consulting Firms

Computer science students simulation in capturing tacit knowledge by using NGT for reducing traffic jam

The subject knowledge management systems is one of the main courses in information systems study program, faculty of computer science. This course is offered at A concentration for students in semester 5 (five). Knowledge consists of knowledge explicit and tacit. To capture tacit knowledge, it can be done by involving a number of methods, namely: 1) Brainstorming, and 2) Nominal Group Technique. The study also involves a number of social information technologies, such as: 1) Facebook, 2) WordPress, 3) DropBox, and 4) YouTube. The topic for the theme of knowledge is how to reduce traffic jam. After passing 2 (two) simulation rounds, this research get 8 (eight) ideas suggestion related to vehicle parking in an effort to reduce traffic jam. The tacit knowledge capture simulation with NGT is able to provide acceptable suggestions by all the panelists involved. The use of social information technology in this study also received a very good response from the panelists.

Knowledge Management Support for Enterprise Architecture Development

Knowledge Management (KM) has become an important part of organization�s competitive strategy. KM in general has 3 processes, ie. create, classify, and retrieve. This three processes can be utilised to support EA Team in formulation of enterprise architecture. This paper suggests the use of knowledge chain, labels (tagging), and taxonomy to develop knowledge base that can helps EA Team in formulation process of enterprise architecture. To support the use of KM principles knowledge expert needs to become part of EA Team. Knowledge expert tasks are capture tacit knowledge into explicit knowledge, convert knowledge documents using standardized file format, specify documents� metadata, build knowledge chain and taxonomy for EA�s knowledge base

Learning the Secrets of the Craft Through the Real-Time Experience of Experts : Capturing and Transferring Experts’ Tacit Knowledge to Novices

Mass retirement in the baby-boomer generation has led to the current challenge of renewing mentoring in skilled trades, which have traditionally made it possible to transmit the know-how required in manual expertise. A study conducted with France’s largest electricity supplier investigated how the combination of Activity Theory, video ethnography, and psychological verbalisation methods can help to enhance both the preservation of knowledge capital and occupational training. The study led to the development of a novel method for capturing and transferring tacit and explicit knowledge embodied in professional gestures of experts through the building of a new kind of educational media for occupational training. This device, called MAP, allowed operators to learn directly through the real-time experience of experts. A qualitative evaluation of the device showed an improvement in training. These results convinced the company to adopt the device for institutional use. This demonstrates the proposed method’s usefulness for tacit knowledge capture and transfer.

A hybrid optimisation model for pallet loading

This study adopts a hybrid approach that integrates the genetic algorithm (GA) and fuzzy logic in order to assist in the generation of an optimal pallet loading plan. The proposed model enables the maximisation of profits for freight forwarders through the most efficient use of space and weight in pallet loading. The model uses fuzzy controllers to determine the numbers and size of cargo units on a pallet as well as the mutation rate in the GA approach within the optimisation process and enables the capture of tacit knowledge vested in industry practitioners. The pragmatic use of the model is illustrated using a freight-forwarding scenario that demonstrates the inherent limitations of the standard GA method, followed by the application of the proposed fuzzy GA model. To further demonstrate the benefits of the hybrid model, simulated annealing and Tabu search are used to benchmark the results achieved using various approaches; the proposed hybrid model is demonstrated to exceed these other approaches in overall performance. The application of the proposed hybrid approach across a range of scenarios is also discussed.

Innovative Engineering Organizational Excellence Best Practices Through Capturing Tacit Knowledge: Evidence from Saudi Arabia

Abstract This article studies the way tacit knowledge is dealt with in a high turnover business environment through a qualitative research approach in an engineering organization in Saudi Arabia with respect to organizational culture and values and the effect in competitive stance. The study found peer review process and managerial supervisory style to be effective in enabling new employees in a short time with knowledge critical for them to do a successful job, core values, and open door policy to be necessary factors in forming a fertile environment for a quick tacit knowledge harvesting. The study also showed that a good competitive stance and customer satisfaction can be achieved and maintained through implementation of an innovative peer review process. The study revealed that noneffective utilization of knowledge management technical resources was evident in the current study which may impact on achieving competitive advantage.

A gestão da informação como proposta de inclusão em uma biblioteca especializada

Esta comunicação apresenta o relato de experiência da implementação do Núcleo de Gestão da Informação e Inteligência administrado pela Biblioteca da Defensoria Pública do Estado da Bahia. O Núcleo tem o propósito de corroborar com o estoque informacional, baseando-se na captação do conhecimento tácito dos defensores públicos da Defensoria Pública do Estado da Bahia. Ambiciona-se a inclusão social e a preservação da memória dos direitos humanos empregada nas atividades defensoriais desenvolvidas. O maior benefício da criação do Núcleo de Gestão da Informação e Inteligência é proporcionar a disponibilidade de informação adquirida pelos defensores, de maneira estruturada, a todas as pessoas interessadas nos temas defensoriais apreendidos através de vivências jurídicas, congressos, cursos de capacitação, seminários, workshops, dentre outros. O Núcleo de Gestão da Informação e Inteligência da Biblioteca da Defensoria Pública do Estado da Bahia constitui importante meio para conectar eficientemente "aqueles que sabem" àqueles que "necessitam saber" e converter conhecimento pessoal em memória da organização. Para tanto, a proposta desenvolve a coleta, o armazenamento, gerenciamento e disseminação do conhecimento com uma metodologia baseada em modelos de gestão da informação e gestão do conhecimento, com o auxílio de adolescentes "menores aprendizes" em cumprimento de medida socioeducativa da Fundação Cidade Mãe.

Capturing Tacit Knowledge for Assessing Employees' Competency and Productivity

Problem statement: Organization has to evaluate the competencies of their workers to improve organizational productivity. However, this is difficult because organizations have difficulties to capture and retain knowledge especially tacit knowledge of their employees. Approach: The study reviewed selected literature on management knowledge and employers competencies. It also reviewed existing frameworks in knowledge management focusing on the capturing and storing tacit knowledge. Results: Results of this study will include theoretical concept for capturing tacit knowledge and storing them besides developing a model for measuring employee’s competencies in the organization. Conclusion/Recommendation: This study contributes in assessing knowledge workers performance to improve their productivity in an organization.

Sharing and Capturing Tacit Knowledge in Higher Education — The Info-Ca-SH

An institution represents the ultimate knowledge organization. The rapid growth of data and technologies trigger the transformation of data to useful information known as 'Knowledge'. To leverage knowledge, institutions need a knowledge sharing network that can meet the demands of changing knowledge. The knowledge sharing network is accomplished by sharing and capturing knowledge among faculty members and students. Info-Ca-Sh is a dynamic web content knowledge portal. The architecture serves as an information exchange of knowledge by using various open source tools. The tacit and explicit knowledge of the registered users are made codified and accumulated as knowledge repository. The various documents uploaded on the portal by the registered users are made share and capture. The implementation creates interests among faculty members to share and to capture information by exploring a social network. The result of social network analysis shows the information flow and degree of knowledge sharing in the network.

An Efficient Multi-Expert Knowledge Capture Technique

Capturing tacit knowledge from multiple experts in different location have not been exactly the easiest of activity for organizations and knowledge developers alike. In this research, the time tested and trusted Delphi technique is critically analyzed to allow for the automation of its processes. A simple prototype design is used to model the algorithm for the creation of an e- Delphi; a framework prototype and a guide to system developers . The algorithm and the framework presented in this work will help in the creation of KMSs and web based systems that can capture multiple expert knowledge in a collaborative environment.

Paths to Accomplish a Successful Open Innovation 2.0 Strategy

The adoption of Web 2.0 by companies facilitates the implementation of an open innovation strategy. Web 2.0 applications provide an excellent pool to leverage internal and external knowledge and ideas which will accelerate technological innovation. This paper looks to the actual impact of Web 2.0 technologies in the business environment and analyzes the motivation drivers to participate in open innovation communities, exploring the increased importance of knowledge networks in the business ecosystem. Additionally, it presents seven guidelines that business leaders should consider to conduct an open innovation 2.0 strategy. Among others, businesses should provide an adequate IT infrastructure, capture tacit knowledge, provide training and coaching sessions and establish an effective evaluation system of their enterprise idea management solution.

Capturing Tacit Knowledge from Transient Workers

This article studies the way tacit knowledge is dealt with in a high turnover business environment through a qualitative research approach in an engineering organization with respect to organizational culture and values and the effect in competitive stance. The study found peer review process and managerial/supervisory style to be effective in enabling new employees in a short time with knowledge critical for them to do a successful job, core values, and open-door policy to be necessary factors in forming a fertile environment for a quick tacit knowledge harvesting. The study also showed that a good competitive stance and customer satisfaction can be achieved and maintained through implementation of a rigorous peer review process. The study revealed noneffective utilization of knowledge management (KM) technical resources. The study directs future research towards evaluating possible objectives for utilization of KM technological resources, timeline for effective codification of tacit knowledge, and responsibilities for handling resources.

Capturing tacit knowledge across different domains: Knowledge Community (K-Comm)

Capturing tacit knowledge is one of the major challenges faced by Knowledge Management Systems (KMS). Most such systems try to capture employee knowledge pertaining to a specific domain of organisational interest. However, every employee has much more to contribute apart from knowledge in a particular area. The sum total of his/her skills, interests and experiences make for rich knowledge. Our research focuses on maximising the knowledge potential of every employee across different domains. We have developed a system to identify an individual's knowledge areas, based on his/her strengths, experiences and passion. It will enable an individual to contribute and share knowledge with other individuals. When applied to the organisation, it should help increase the span of knowledge areas reachable by KMS, and make them more effective. We move from a scenario where there are few experts towards one where everyone is an expert, and has something to share.

Emerging and capturing tacit knowledge: a methodology for a bounded environment

PurposeThis paper aims to report on an empirical case study, (single case multi‐site) employing both a “hard” and “soft” method. The tangible, visible component of the study was the production of a database whose fields were to be the source of tacit knowledge emergence.Design/methodology/approachThe proposition was that the possibility for the capture of tacit knowledge was subject to four conditions. The first was the need for a teleological motive and purpose. The second was a bounded environment expressed in this case in terms of the published corporate goals and key business drivers. The third was the production of a controlled vocabulary that made sense to both the respondents in the context of the true nature of the business activity. The fourth and most important condition was the interactive and iterative process that allowed those involved to own the tacit knowledge emerging process.FindingsResults supported the idea that under bounded conditions, a shared sense of purpose and an iterative process where ownership was possible, tacit knowledge could be captured. In the bounded environment tacit knowledge was found to be not haphazard, confirming its “end purpose” for being.Practical implicationsThe findings of the research have practical application for organisations wishing to capture the tacit knowledge of their knowledge workers and describes a methodology for emerging and capturing it.Originality/valueIs of value in presenting a method for emerging tacit knowledge in‐play in a bounded environment.

A Critical Decision Interview Approach to Capturing Tacit Knowledge

Interest in the capture of tacit knowledge within organizations has risen in recent years. However, while the capture of explicit knowledge is relatively straightforward, methods for eliciting tacit knowledge are less well developed. This paper describes how the critical decision interview method can assist expert respondents to articulate tacit knowledge by probing beyond their espoused theories about their actions to reveal their practice. Tacit knowledge can then be identified by contrasting respondents’ practice with theoretical prescriptions for “best practice” in the field. The application of the method in an investigation of risk management in IT projects is described, and the effectiveness of this method for surfacing tacit knowledge is discussed.

Applying tacit knowledge management techniques for performance assessment

Performance assessment is an important task in all levels of education, both as input for identifying remedial needs of individual students and for improving general quality of education. Although explicit assessment measures can be obtained through objective standardized testing, it is much more difficult to capture fuzzier, or tacit, performance assessment measures. The problem of tacit knowledge capture is a central theme in the field of knowledge management, and assessment management can be thought of as a form of knowledge management. Therefore, tacit assessment management can be facilitated through technologies commonly used in knowledge management systems such as databases, Internet architectures, artificial intelligence, and decision support techniques. This paper describes tacit performance assessment in the context of knowledge management and presents a prototype decision support system for managing tacit assessment knowledge using knowledge management techniques.

Commercializing Knowledge: University Science, Knowledge Capture, and Firm Performance in Biotechnology

Commercializing knowledge involves transfer from discovering scientists to those who will develop it commercially. New codes and formulae describing discoveries develop slowly-with little incentive if value is low and many competing opportunities if high. Hence new knowledge remains naturally excludable and appropriable. Team production allows more knowledge capture of tacit, complex discoveries by firm scientists. A robust indicator of a firm's tacit knowledge capture (and strong predictor of its success) is the number of research articles written jointly by firm scientists and discovering, “star” scientists, nearly all working at top universities. An operationally attractive generalization of our star measure-collaborative research articles between firm scientists and top research university scientists-replicates the impact on firm success. In panel analyses, publications by firm scientists with stars and/or top 112 university scientists increase the number and citation rate for firm patents. Further, star articles increase these rates significantly more than other top 112 university scientists' articles. Cross-sectional analyses of products and employment show a similar pattern of positive effects on firms' success of collaborations with stars or top university scientists, but estimates of differential effects are nonrobust due to multicollinearity. Venture capital funding has significant, usually positive effects on firm success.

Records management and the capture of tacit knowledge

The purpose of this paper is to consider the question ‘is it necessary and appropriate for records managers to play a role in identifying and capturing tacit knowledge into records and maintaining them accordingly, and by doing so safeguarding the organisation’s intellectual assets, moving human capital into structural capital’? Nonaka emphasises that tacit knowledge is a main source for creating new knowledge and continuous innovation. The need for, and ability of, organisations to capture tacit knowledge remains a disputed academic issue. Considering Nonaka’s hierarchy of data → information → knowledge, the need for a reverse movement from knowledge → information seems to be a fair and logical conclusion. Making the case for capturing tacit knowledge, this paper goes on to discuss some of the implications for records management and records managers. There are no easy solutions on offer for the successful capture and re‐use of tacit knowledge but questions are raised about the role of records managers. Developing relevant skills and taking responsibility for helping organisations with this strategic goal, thereby contributing to some core aspirations of our employers, should be an exciting prospect and worthwhile activity.