Modes Of Knowledge Conversion Research Articles

Digitization, knowledge conversion and outcomes: conceptual study of prospects and paradigms for HEIs

PurposeKnowledge management (KM) is a process that depends on changes and transfers to different levels of understanding among individuals and acts as a powerful tool to strengthen the organization to remove the barriers, affect the decision-making process and enable individuals and organizations to achieve sustainable advantages. This study aims to explore the role of digitization on knowledge conversion modes and its subsequent impact on related outcomes with reference to higher education institutions (HEIs). Prospects and paradigms of digitation for HEIs have also been explored.Design/methodology/approachThe systematic review method has been used to organize and analyze the existing literature on digitization, knowledge conversion and related outcomes with reference to HEIs. To increase the scope of the research, the authors anticipated 30 research articles published between 2010 and 2022 in Google Scholar, Scopus, ProQuest and EBSCO databases. The study used PRISMA to conduct a systematic literature review. The study used “knowledge conversion, “SECI model,” “Digitalization” and “Higher education institutions” keywords to search the most suitable articles. To ensure the quality of this research, the study used quality journals.FindingsThe increasing significance of knowledge-building practices and a technology-driven environment insinuates the adoption of information and communication technology (ICT)-enabled equipment and devices to transfer knowledge, which further leads toward enhancing the effectiveness of education. This study offers a review of enabling factors based on Nonaka and Takeuchi’s (1995) knowledge spiral and provides an in-depth insight into the significance of digitization for the higher education sector.Practical implicationsThe study’s main contribution was to explore the interrelationship among digitization, knowledge conversion and outcomes. Both technological and non-technological/conventional interventions have been discussed with reference to teaching and knowledge dissemination patterns based on Nonaka’s (1994) Socialization, Externalization, Combination, and Internalization (SECI) knowledge spiral.Originality/valueThe authors synthesize the previous literature research dimensions and recommend future research.

Creation of organizational knowledge through a model of standardization of production systems in the paper industry

PurposeThe purpose of this article is to propose a standardization model that contributes to the creation of organizational knowledge in the paper industry. This study was oriented to answer the question: how to create organizational knowledge through the standardization model of the paper industry’s production system?Design/methodology/approachThis research was applied in the main production unit of the paper organization. The data were collected through the analysis of documents, systems and routines of the researched unit. In the research, the observation technique and direct documentation were used. For the operationalization of the research, the following phases were carried: understanding of the applied standardization model, literature review on the research topics, formulation of a standardization model and application of the model.FindingsA model of standardization of production processes that contributes to the creation of organizational knowledge, in which a correlation of all its stages with the Knowledge conversion modes was found and validated through an applied research in the industry.Research limitations/implicationsThis study is applied in a paper industry. In the survey, there is no comparison with other companies. The adaptation of the study in other industries and organizations can increase knowledge about the connection of standardized systems with knowledge conversion modes, adjusting them to other environments or other situations.Originality/valueThis study stands out for empirically testing, a standardization model that favors the creation of knowledge through the analysis of the various activities in a paper industry, providing a real connection between the knowledge management literature and the organizational environment. Standardization can represent an instrument of innovation in the most diverse types of industry, as long as it comes with a proposal for something new and better than the existing model.

Adopting the Concept of 'Ba' and the 'SECI' Model in Developing Person-Centered Practices in Child and Adolescent Mental Health Services.

The concept of knowledge is divided into explicit and tacit knowledge; explicit knowledge refers to the knowledge that can be articulated, written and stored, while tacit knowledge refers to personal experiences, values, beliefs and emotions of an individual. By Nonaka's theory, explicit and tacit knowledge do not lie separately but interact together by interactions and relationships between human beings. Thus, the SECI model is based on the assumption that knowledge is created through the social interaction of tacit and explicit knowledge; known as knowledge conversion. The SECI model is based upon four modes of knowledge conversion; socialization, externalization, combination and internalization. 'Ba' is considered to be a shared platform for knowledge creation. 'Ba' is a shared space, be it physical, mental or a combination of both that serves as a foundation of knowledge creation. Ba involves sharing of tacit knowledge i.e. emotions, feelings, experiences and mental images. It also involves the formation of a collective relationship which is open to the sharing of practices, values, processes and culture. This concept focuses mainly on the individual as a person who holds the knowledge rather than just on the knowledge itself. It aims to create a common space to bring people together where they can dialogue to share and create knowledge. As in the relationships formed in person-centered practices, relationships formed in Ba are based on not just the sharing of objective knowledge but also on sharing values, beliefs, and emotions. It also reflects the formation of a person-centered environment as a basis for person-centered research where healthful relationships with the participants are formed. Furthermore, Ba will aid in creating a sense of connectiveness and dialogue, thus focusing on the idea that the development of new practices is done with others rather than to others. In this article we will discuss how these Eastern concepts can be adapted and used to develop person-centered practices within child and adolescent mental health services, specifically related to rehabilitation and recovery. The concepts of personhood will be discussed, followed by a reflection on current practices adopted when working with children and adolescents.

Knowledge creation and external consultants during ERP implementation: an interpretive study

PurposePrevious research has investigated knowledge transfer and the external consultant's role in it, during enterprise resource planning (ERP) implementation. In this study, the authors explore the processes through which knowledge creation happens during ERP implementation and how external consultants help operationalize the same.Design/methodology/approachThe authors engaged the SECI model of the theory of organizational knowledge creation and conducted an interpretive study that interviewed 14 ERP implementation experts in India. The interviews were transcribed and then analyzed using the ATLAS.ti package.FindingsThe findings reveal fine insights into how knowledge creation takes place during ERP implementation through the four modes of knowledge conversion – socialization (S), externalization (E), combination (C) and internalization (I). The external consultants aid in operationalizing this knowledge creation process through five types of knowledge-related activities: (I) importing external knowledge, (D) discovering internal knowledge, (E) extricating confined knowledge, (A) activating flows of knowledge and (S) solving problems using knowledge. These activities can be represented by the acronym, I-D-E-A-S.Originality/valueThe study makes two overarching contributions: (1) offering an interpretation and description of ERP implementation as a knowledge creation process and (2) extending the understanding of the external consultants' role during ERP implementation to include new knowledge creation.

Impact of total quality management factors on knowledge creation in the organizations of Bangladesh

PurposeTotal quality management (TQM) and knowledge management (KM) are two similar and complementary management philosophies synergistic combinations that can form a cycle of improvement and development. This paper aims to investigate the impact of TQM factors on knowledge creation in the organizations of Bangladesh.Design/methodology/approachA list of TQM factors was identified through reviewing the relevant literature. Knowledge creation was analyzed through the framework proposed by Nonaka and Takeuchi (1995). Data were collected through a self-administered questionnaire survey among 450 top and mid-level managers of the organizations. A quantitative research approach, namely, structural equation modeling (SEM) was used in the study. The data were analyzed in SmartPLS 3.FindingsFrom the study, it is found that a positive and significant relationship exists between leadership, employee empowerment, benchmarking, customer focus and information technology with the knowledge creation process and four knowledge conversion modes. In contrast, a negative and significant relationship has been found between employee training and continuous improvement with the knowledge creation process and three knowledge conversion modes.Research limitations/implicationsPrevious researches in Bangladesh empirically validated the effect of TQM on organizational performance, competitive advantage, financial performance, market performance and productivity. But, no such study was undertaken to empirically validate the effect of TQM on knowledge creation process for organizations of Bangladesh. Here, the study has a unique contribution. The empirical support for the hypotheses to explain and predict the contribution of the TQM in promoting knowledge creation.Practical implicationsThe findings highlight the role of leadership practices. Organizational leadership needs to focus more on following issues: gathering required knowledge from the superior sources; transforming prevailing knowledge into a meaningful format to perform activities in better and innovative ways; employing opinions from experiences; facilitating mechanism for employees to update their knowledge; creating a virtual network; implementing customer relationship management system and providing tools and technologies to employees for performing KM activities more efficiently. On the other hand, negative effect of employee training and continuous improvement on knowledge creation sheds light on understanding the reasons for this kind of relationship and formulating effective strategies to resolve problems inside the organizations. In this regard, employees need to be well equipped through regular and appropriate training. Also, employees need to use problem-solving approach to identify problems inside the organizational system thereby availing opportunities for continuous improvement.Originality/valueThis study was conducted to identify factors that enable knowledge creation in organizations from developing countries like Bangladesh. TQM has been adopted in many organizations. But, its effect was mostly measured to determine its impact on improving organizational performance or competitiveness or identifying its critical success factors of implementation. Hence, this study sheds light on identifying the effect of TQM from a new perspective.

Relação entre a conversão do conhecimento e o desempenho tecnológico

Knowledge is considered one of the most important intangible resources in current business organizations. The purpose of meeting society's needs through technological production is only realized through the generation of knowledge. The objective of this study was to identify the relationship between the modes of knowledge conversion and the technological performance of researchers from Higher Education Institutions in the South of Brazil. The research was exploratory and descriptive. It was carried out by means of a survey, with a sample of 430 teachers, belonging to the permanent staff of the Post-Graduation Programs (PPG's) of the South HEIs of the country. The analyses revealed that the dimensions socialization, externalization, combination and internalization, which make up the construct modes of knowledge conversion, account for 79% of the technological performance of the institutions studied. Therefore, it was possible to state that modes of knowledge conversion have a positive and significant impact on the technological performance of these institutions.

Práticas de conversão do conhecimento no centro de investigação e prevenção de acidentes aeronáuticos

Knowledge Management (KM) seeks to systematize processes to support the identification, generation, sharing and application of organizational knowledge in order to maximize efficiency and return on an organization's knowledge assets. The Laboratory of Reading and Analysis of Flight Recorders Data (LABDATA), a sector belonging to the Center for Research and Prevention of Aeronautical Accidents, retains all the knowledge of a Brazilian aeronautical sector that provides services to different countries, requiring practices that allow the externalization of tacit and explicit knowledge of its members. This study aims to understand and analyse knowledge conversion practices within LABDATA. It is justified by the high added value to the knowledge of LABDATA's technical staff, the only sector in Latin America responsible for the extraction, acquisition and analysis of flight recorder data. The objective of the study was achieved through a qualitative approach, carried out through a case study and semi-structured interviews analyzed in light of the content analysis technique. The research showed that the modes of knowledge conversion of socialization and externalization favor the creation and sharing of knowledge in LABDATA. However, weaknesses were observed in the modes of combination conversion and internalization. Brazilian cultural traits emerged in the study as factors that can influence the modes of knowledge conversion.

Modeling of the Inclusion and Accessibility Observatory (OBIA) for children, adolescents and young people with disabilities in the Amazonian communities

This document presents the proposed model of the Observatory of Inclusion and Accessibility (OBIA) as a mean of inclusion and accessibility for children, adolescents and youths with disabilities in Amazonian communities. The proposal was developed under the principles of Knowledge Management, using the Unified Modeling Language (UML). The applied methodology identified which modes of knowledge conversion of the SECI Model are present in the interactions carried out between the actors with the OBIA system and how these interactions contribute to the generation and dissemination of new knowledge in the observatory. OBIA aims to contribute to the development of new observatories in different areas and social desires to promote the inclusion and accessibility in the Amazon region.

Managing Knowledge in Organizations: A Nonaka's SECI Model Operationalization.

PurposeThe SECI model (Nonaka, 1994) is the best-known conceptual framework for understanding knowledge generation processes in organizations. To date, however, empirical support for this framework has been overlooked. The present study aims to provide an evidence-based groundwork for the SECI model by testing a multidimensional questionnaire Knowledge Management SECI Processes Questionnaire (KMSP-Q) designed to capture the knowledge conversion modes theorized by Nonaka.MethodologyIn a twofold study, the SECI model was operationalized via the KMSP-Q. Specifically, Study One tested its eight-dimensional structure through exploratory and confirmatory factorial analyses on 372 employees from different sectors. Study Two examined the construct validity and reliability by replicating the KMSP-Q factor structure in knowledge-intensive contexts (on a sample of 466 health-workers), and by investigating the unique impact of each dimension on some organizational outcomes (i.e., performance, innovativeness, collective efficacy).FindingsThe overall findings highlighted that the KMSP-Q is a psychometrically robust questionnaire in terms of both dimensionality and construct validity, the different knowledge generation dimensions being specifically linked to different organizational outcomes.Research/Practical ImplicationsThe KMSP-Q actualizes and provides empirical consistency to the theory underlying the SECI model. Moreover, it allows for the monitoring of an organization’s capability to manage new knowledge and detect the strengths/weaknesses of KM-related policies and programs.Originality/ValueThis paper proposes a comprehensive measure of knowledge generation in work contexts, highlighting processes that organizations are likely to promote in order to improve their performance through the management of their knowledge resources.

Understand the Dynamic Theory of Organizational Knowledge Creation

After the Wars, it was necessary the companies reinvented their process and for this to create a new perspective including products and services. In 1986, Ikujiro Nonaka and Hirotaka Takeuchi received a challenge to describe product development in Japan companies. The result was “The new new product development game”. After that, Nonaka and Takeuchi wrote about their observations in this process and published many articles, presenting in 1994 the Theory of Organizational Knowledge Creation. In this context, the aim of this study is to review the Nonaka and Takeuchi documents, building a timeline and understand the concepts and the future for the Theory of Organizational Knowledge Creation. Firstly, we search the articles from Nonaka in the Scopus database. Secondly, we started reading the article “Dynamic Theory of Organizational Knowledge Creation” published in 1994 for Nonaka. Based on their references we returned for the search results and read the articles. Next, we read the articles published after 1994 and comprehending their link with the Theory of Organizational Knowledge Creation. Although the Theory of Organizational Knowledge Creation is recognized and diffused in the academy and in the organizations that study or implant the Knowledge Management, it is noticed that few authors deepen the knowledge to understand the fundamentals of the theory or, of fundamental reasoning. It is evident the concern of Nonaka and his co-authors to seek facilitators for the modes of knowledge conversion, to facilitate the practical application of the modes of knowledge conversion.

Knowledge management for construction organisations: a research agenda

PurposeThis paper aims to review the knowledge management (KM) processes, knowledge conversion modes and critical success factors (CSFs) and contextualise them to the construction setting to guide effective KM implementation.Design/methodology/approachThis paper is conceptual in nature. It begins with a review of issues faced by construction organisations, which led them to consider implementing KM. This is followed by a comprehensive review of KM processes, knowledge conversion modes, KM CSFs and their application to the construction industry.FindingsBased on the socialisation, externalisation, combination and internalisation (SECI) model, the knowledge conversion modes are discussed, linking them to the KM processes of knowledge creation, sharing, storage and application. The KM CSFs identified from construction literature suggest that they can be categorised into two groups, namely, factors within organisational control (managerial influence, technological influence and resource influence) and factors beyond organisational control (social influence, political influence, environmental influence, economic influence, industry influence and construction technology influence). The resulting review is discussed in terms of how construction organisations can implement KM effectively to achieve the desired project performance outcomes in terms of time, cost and quality.Research limitations/implicationsAlthough this paper has made some theoretical contributions, a quantitative analysis will further reinforce its value both in theory and practice, particularly in terms of applying the KM processes and CSFs to different organisational, industry and country settings. A quantitative research is being carried out in the major construction sector in Sri Lanka to establish the relationships between the KM processes, knowledge conversion modes and KM CSFs with project performance outcomes, which will be reported in a subsequent publication.Practical implicationsAs the construction industry uses a considerable number of knowledge workers, implementing KM for project planning and execution is the key to sustaining the growth of construction organisations and industry, particularly when KM implementation is linked to project performance outcomes. Practical implications are provided in terms of what successful KM implementation entails.Social implicationsEffective KM implementation can serve as a conduit for construction organisations to build capacity and develop the ability to react quickly to social challenges brought about by different stakeholders, even before the project commences, so that the project performance outcomes will not be affected. Another social implication is the role played by project team members, in which efforts have to be put in place to facilitate the use of KM processes, so that teams can align project activities to the general good of their organisations.Originality/valueA comprehensive KM framework that guides the construction industry on KM implementation is long overdue. This research represents the first of such attempts to view KM from a wider perspective, both in terms of internal and external influences affecting construction organisations. Once the conceptual framework developed is validated, it is expected to bring enormous benefits to different stakeholders.

Mentoring Emerging Leaders: Perspectives of Mentees on Dispositions and Conditions for Leadership Learning

Although mentoring is believed to improve the craft of beginning principal, the context of collective engagement between mentor and mentee principals that optimize their leadership learning are rarely investigated. This study explored co-creating dispositional values, knowledge conversion modes, and enabling conditions as contexts that favor the creation and transmission of explicit and tacit knowledge for leadership learning for the mentee principal.

Knowledge Creation and Student Engagement Within 3D Virtual Worlds

Examined in this 3D Virtual World case study was undergraduate student engagement on a learning task and student creation of knowledge. After creating a 3D didactic constructivist virtual world, student conversations were recorded for analysis using Hara, Bonk, and Angeli's (2000) engagement framework and Nonaka and Takeuchi's (1995) knowledge creation theory. The five forms of student engagement augmented the learning process and a complete knowledge spiral was documented, emphasizing the use of the four modes of knowledge conversion. Though limited in time and scope, results further suggest that a highly engaged community of learners was created.

Advancing Knowledge Creation Modelling Through Improved Organizational Communications

The basis of competition in today’s marketplace is changing from one based on human labor, to one where the principle source of value creation is an organization’s knowledge, and the organization’s ability to rapidly acquire new knowledge through learning. The rise of the knowledge economy in today’s marketplace is an indicator these changes are occurring. Businesses, for example, collected more customer information in 2010, than in all prior years combined. The amount of corporate data being collected is said to be doubling every six months. Researchers are reporting that the huge increase in the amount and availability of information is causing an information overload condition. Organizations have to counter information overload by improving how they use information to learn, and also improving how they translate and manage the knowledge obtained from learning. A large part of organizational learning involves knowledge conversion modes or processes that transform knowledge states between an individual and group focus, and between tacit and explicit forms, as the organization’s core knowledge levels evolve iteratively to increasingly refined levels of accumulated base knowledge. Such knowledge conversion, and the organizational learning that accompanies it, rely on effective communications within the organization. Based on research data collected through personal interviews of industry representatives, this dissertation recommends steps that businesses can take to make their organizational learning more efficient through improved communication practices, and thereby achieve better firm performance. The recommendations are identified by comparing how a firm should communicate to learn (as guided by the elements proffered in Ikujiro Nonaka’s organizational learning model), and then assessing whether the firm has the communications and messaging capabilities in place to implement the model. Any gaps in capabilities required to implement the organizational learning model were made the basis of recommendations to fill the gaps by constructing a new enhanced learning model.

Succession Process: A Chance for Rebirth or Failure of a Family Business

Family business succession has been identified in the majority of research studies as a critical period in a life cycle that often results in failure of a family business. The main purpose of this study is to explore succession as a process of a family business rebirth by enhancing the future leader’s innovativeness. Since knowledge is recognized as enabler of innovations, the study focuses on the intersections of innovation, knowledge and family business succession. The model of the successor’s innovativeness as precondition for the family business’s rebirth is proposed. Two main constructs being of crucial importance for the family business’s rebirth emerged from the model. The first one is the process of creation of new knowledge through four knowledge conversion modes and the second one is the “ba” as a shared concept where knowledge is created. We find both constructs as important guidelines for future theoretical and empirical research.

Information culture and its influences in knowledge creation: Evidence from university teams engaged in collaborative innovation projects

This paper empirically analyzes the typology of information cultures (TICs) developed by Choo ((2013). International Journal of Information Management, 33, 775). The primary objective is to identify information behaviors and values that could describe the information culture in the context of project team work while knowledge creation occurs, resulting in technological innovation. The secondary aim is to find resulting relationships between the TICs and the modes of knowledge conversion. Twelve university project teams were selected to participate in the study. The teams are part of the Partnership for Technological Innovation Research Program (PITE) from the São Paulo Research Foundation (FAPESP), Brazil. The qualitative technique of categorical content analysis was used. The data analysis is based on a set of five attributes: (i) the primary goal of information management; (ii) information values and norms; (iii) information behaviors in terms of information needs, (iv) information seeking, and (v) information use. The main results are twofold. First, we confirmed the existence of two dominant culture profiles, as hypothesized by Choo ((2013). International Journal of Information Management, 33, 775). Second, results also showed plausible relationships between the risk-taking culture and externalization of knowledge; the rule-following culture and the combination of knowledge; result-oriented culture and internalization of knowledge; and the relationship-based culture and socialization of knowledge.

A Co-creation Centre for University–Industry Collaboration – A Framework for Concept Development

Abstract It is argued in general that future success in effective innovation creation is built on the ability to connect and manage talent, partnerships and related practical innovation processes. This makes it challenging for a university to develop an ecosystem of knowledge creation. The full benefit from a university can only be obtained if the university and society are organically linked together. The needs of society have to be at the centre of a university's activities, and flexible adjustment to changing needs is necessary but often lacking. Campus management has a major role in the facilitation of multidisciplinary interaction between students, scientists, entrepreneurs and other industry partners that inspire each other with different perspectives on the same subject. One significant tool to support open innovation with diverse stakeholders is to provide supportive spaces with relevant services. This paper aims to identify the requirements of a Co-creation Centre as a concept serving the third role of auniversity. The literature review was conducted and, based on the result, this paper proposes a conceptual framework for capturing the key requirements for developing a multiuser Co-creation Centre. The framework consists ofthe requirements on the demand and supply sides of campus management. The main findings in this paper are that different modes of knowledge conversion have different capabilities tosupport knowledge co-creation requirements. Knowledge co-creation process requirements in the multiuser Co-creation Centre for university–industry collaboration are best supported by originating “Ba”, which means the place where individuals share feelings, emotions, experiences, and mental models and the place where the knowledge-creation process begins. The results contribute to the concept development in campus management and provide a starting point for evaluating the success of multidisciplinary and multi-actor innovation environments.

Knowledge Creation in Constructivist Learning

In today's competitive global economy characterized by knowledge acquisition, the concept of knowledge management has become increasingly prevalent in academic and business practices. Knowledge creation is an important factor and remains a source of competitive advantage over knowledge management. Constructivism holds that learners learn actively and construct new knowledge based on their prior knowledge. Therefore, there needs to be a shift in locus of constructing knowledge from the individual to collective construction. The concept of knowledge building communities has emerged recently as a foundation for re-examining pedagogical approaches in education. To understand the true nature of knowledge, it is necessary to recognize that tacit and explicit knowledge are essential to knowledge creation. Knowledge can be created through conversion between tacit and explicit knowledge by four different modes. The four modes of knowledge conversion are created when tacit and explicit knowledge interacts with each other. It is in this very act of conversion from tacit to explicit knowledge that learning is created. Educators must understand the dynamic nature of knowledge itself in order to practice effective knowledge management in multi-disciplinary contexts. It is also crucial for educators to focus on effective methods of delivering content, the media used, and the overall quality of the instruction materials. Information technology facilitates knowledge management practices by disseminating knowledge and making codified knowledge retrievable. The study therefore tries to find out the effectiveness of e- learning in developing the knowledge creation ability of student in the four modes suggested by Nonaka and Takeuchi .

Towards an Understanding of Information Technology Strategy Development Based on Knowledge Management

The formulation of IT strategies is increasingly seen as a collaborative process, where knowledge management (KM) and learning become central to building a shared view of how information technology (IT) can support and extend business strategies. This article presents three interrelated components that support the application of KM to IT strategy development (actors and types of knowledge, knowledge conversion modes, and technological tools and artifacts). Through a longitudinal, qualitative case study, we illustrate strategies for applying these components. Faced with the importance of knowledge and collaboration to IT strategies, the results provide recommendations so that organizations can apply concepts and practices of KM processes in formulating IT strategies.

Knowledge creation and transfer among postgraduate students

Background: The skill shortages, hyper-competitive economic environments and untapped economies have created a great deal of focus on knowledge. Thus, continuously creating and transferring knowledge is critical for every organisation.Objectives: This article reports on an exploratory study undertaken to ascertain how knowledge is created and transferred amongst post-graduate (PG) students, using the knowledge (socialisation, externalisation, combination, internalisation [SECI]) spiral model.Method: After reviewing relevant literature, a personally administered standardised questionnaire was used to collect data from a convenience sample of PG students in the School of Management, IT and Governance at the University of KwaZulu-Natal, South Africa. The data was analysed to determine if it fit the model based on the four modes of knowledge conversion.Results: Although the School of Management, IT and Governance has mechanisms in place to facilitate knowledge creation and transfer, it nevertheless tends to focus on the four modes of knowledge conversion to varying degrees.Conclusion: The study confirmed that PG students utilise the ‘socialisation’ and ‘externalisation’ modes of knowledge conversion comprehensively; ‘internalisation’ plays a significant role in their knowledge creation and transfer activities and whilst ‘combination’ is utilised to a lesser extent, it still plays a role in PG students’ knowledge creation and transfer activities. PG students also have ‘space’ that allows them to bring hunches, thoughts, notions, intuition or tacit knowledge into reality. Trust and dedication are common amongst PG students. With socialisation and externalisation so high, PG students are aware of each other’s capabilities and competencies, and trust each other enough to share knowledge.