The Philosophy of Tacit Knowledge: The Tacit Side of Knowledge Management in Organizations
Knowledge management expert Jon-Arild Johannessen presents a comprehensive exploration of tacit knowledge based on the research problem: How can tacit knowledge be used to improve organizational performance in practice?
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Bingley
Emerald Publishing Limited
2022
|
| Ausgabe: | 1st ed |
| Schriftenreihe: | Emerald Points Series
|
| Schlagworte: | |
| Online-Zugang: | DE-2070s |
| Zusammenfassung: | Knowledge management expert Jon-Arild Johannessen presents a comprehensive exploration of tacit knowledge based on the research problem: How can tacit knowledge be used to improve organizational performance in practice? |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (137 Seiten) |
| ISBN: | 9781803826776 |
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| 505 | 8 | |a Cover -- THE PHILOSOPHY OF TACIT KNOWLEDGE -- THE PHILOSOPHY OF TACIT KNOWLEDGE: The Tacit Side of Knowledge Management in Organizations -- Copyright -- CONTENTS -- FOREWORD -- 1. A Philosophy of Knowledge Management -- References -- 2. What Is Tacit Knowledge? -- Development of a Tacit Knowledge Typology -- An Explanation of the Different Types of Tacit Knowledge -- Rules of Thumb -- Holistic Causal Understanding -- Intuition -- Understanding Patterns -- Case Letter 1: Tacit Knowledge Is Objective in Its Consequences -- Case Letter 2: The Building Blocks of Tacit Knowledge -- Case Letter 3: The Development, Transfer and Integration of Tacit Knowledge -- Case Letter 4: Tacit Knowledge - Focal Awareness and Subsidiary Awareness -- Case Letter 5: the Relationship Between Tacit Knowledge and Explicit Knowledge -- Case Letter 6: Contextual Familiarity -- Case Letter 7: Communication in Tacit Knowledge -- Case Letter 8: The Tacit Space -- References -- 3. How Is Tacit Knowledge Developed? -- Introduction -- Structure -- Tacit Knowledge Processes -- The Three Elements in the Development of Tacit Knowledge -- 'Learning by Doing' (Arrow, 1962) -- 'Learning by Using' (Rosenberg, 1982) -- 'Learning by Interacting' (Lundvall, 1992) -- 'Learning by Experimenting' (Solow, 1997) -- Case Letter 1: From Focal Awareness to Subsidiary Awareness -- Case Letter 2: Learning Rules Is the Starting Point for the Development of Tacit Knowledge -- Case Letter 3: Tacit Knowledge and Interaction in Groups -- Case Letter 4: Is Tacit Knowledge Personal? -- Case Letter 5: Tacit Knowledge and Rules-Based Systems -- Case Letter 6: Learning 'to See' -- Case Letter 7: Tacit Knowledge and Differences -- Case Letter 8: 'We Know More Than We Can Tell' Constitutes the Basis of Tacit Knowledge -- Case Letter 9: The Hierarchical Organization of Tacit Knowledge | |
| 505 | 8 | |a Case Letter 10: Tacit Knowledge's 'Repeats' and Patterns -- Case Letter 11: Tacit Knowledge and Abduction -- Case Letter 12: Tacit Knowledge Is Dependent on Tacit Methods -- Case Letter 13: Tacit Knowledge and Conceptual Nuance -- Case Letter 14: Learning Tacit Knowledge Through Various Processes -- Case Letter 15: Reflection Upon Praxis That Changes Praxis -- Case Letter 16: Understanding as a Part of Tacit Knowledge -- Case Letter 17: Degrees of Tacit and Explicit Knowledge -- Case Letter 18: Types of Awareness -- Case Letter 19: Experience-Based Systems -- Case Letter 20: Alternation Between Focal and Subsidiary Awareness -- Case Letter 21: The Development of Tacit Knowledge Is Different from Performing It -- References -- 4. How Is Tacit Knowledge Transferred? -- Introduction -- The Master-Apprentice Relationship -- Contextual Familiarity -- Routines -- Goal Structure -- Case Letter 1: Artefacts and Mentefacts -- Case Letter 2: Pre-Understanding as a Necessary Basis for Knowledge Processes -- Case Letter 3: Artefacts and Mentefacts in Social Systems -- Case Letter 4: The Conserving and Stabilizing Elements of Tacit Knowledge -- Case Letter 5: Ways of Thinking Influence Actions -- Case Letter 6: 'Learning Before Doing' -- Case Letter 7: Minerva Spreads Its Wings Only With the Coming of the Dusk -- Case Letter 8: To Grasp the Explanation of a Situation, You Have to Be Able to Identify With It -- Case Letter 9: Transferring or 'Translating' Tacit Knowledge? -- Case Letter 10: Three Mechanisms That Enable the Transfer of Tacit Knowledge -- Case Letter 11: Basic Rules -- Case Letter 12: Discipline, Imitation and Improvements -- Case Letter 13: Imitation -- Case Letter 14: Good Judgement Is Objective in Its Consequences -- References -- 5. How Is Tacit Knowledge Integrated? -- Introduction -- Expectations -- Communication | |
| 505 | 8 | |a Case Letter 1: Dialogue Develops Interaction Competence -- Case Letter 2: Tacit Knowledge Is Expressed Through Metaphors, Analogies, Images and Examples -- Case Letter 3: External and Internal Relationships -- Case Letter 4: The Constituent Elements of a Dialogue -- Case Letter 5: Four Types of Communication With an Emphasis on Dialogue -- Case Letter 6: Hidden Knowledge -- Case Letter 7: Our Basic Ways of Thinking -- Case Letter 8: It's One Thing to Do What Is Right, It's Another Thing to Avoid Doing What Is Wrong -- Case Letter 9: Trust as a Prerequisite for Dialogue -- Case Letter 10: From Win-Lose to Win-Win Processes -- References -- INDEX. | |
| 520 | |a Knowledge management expert Jon-Arild Johannessen presents a comprehensive exploration of tacit knowledge based on the research problem: How can tacit knowledge be used to improve organizational performance in practice? | ||
| 650 | 4 | |a Tacit knowledge | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Johannessen, Jon-Arild |t The Philosophy of Tacit Knowledge |d Bingley : Emerald Publishing Limited,c2022 |z 9781803826783 |
| 912 | |a ZDB-30-PQE | ||
| 943 | 1 | |a oai:aleph.bib-bvb.de:BVB01-035213741 | |
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Datensatz im Suchindex
| _version_ | 1810600638472519680 |
|---|---|
| adam_text | |
| any_adam_object | |
| author | Johannessen, Jon-Arild |
| author_facet | Johannessen, Jon-Arild |
| author_role | aut |
| author_sort | Johannessen, Jon-Arild |
| author_variant | j a j jaj |
| building | Verbundindex |
| bvnumber | BV049874283 |
| collection | ZDB-30-PQE |
| contents | Cover -- THE PHILOSOPHY OF TACIT KNOWLEDGE -- THE PHILOSOPHY OF TACIT KNOWLEDGE: The Tacit Side of Knowledge Management in Organizations -- Copyright -- CONTENTS -- FOREWORD -- 1. A Philosophy of Knowledge Management -- References -- 2. What Is Tacit Knowledge? -- Development of a Tacit Knowledge Typology -- An Explanation of the Different Types of Tacit Knowledge -- Rules of Thumb -- Holistic Causal Understanding -- Intuition -- Understanding Patterns -- Case Letter 1: Tacit Knowledge Is Objective in Its Consequences -- Case Letter 2: The Building Blocks of Tacit Knowledge -- Case Letter 3: The Development, Transfer and Integration of Tacit Knowledge -- Case Letter 4: Tacit Knowledge - Focal Awareness and Subsidiary Awareness -- Case Letter 5: the Relationship Between Tacit Knowledge and Explicit Knowledge -- Case Letter 6: Contextual Familiarity -- Case Letter 7: Communication in Tacit Knowledge -- Case Letter 8: The Tacit Space -- References -- 3. How Is Tacit Knowledge Developed? -- Introduction -- Structure -- Tacit Knowledge Processes -- The Three Elements in the Development of Tacit Knowledge -- 'Learning by Doing' (Arrow, 1962) -- 'Learning by Using' (Rosenberg, 1982) -- 'Learning by Interacting' (Lundvall, 1992) -- 'Learning by Experimenting' (Solow, 1997) -- Case Letter 1: From Focal Awareness to Subsidiary Awareness -- Case Letter 2: Learning Rules Is the Starting Point for the Development of Tacit Knowledge -- Case Letter 3: Tacit Knowledge and Interaction in Groups -- Case Letter 4: Is Tacit Knowledge Personal? -- Case Letter 5: Tacit Knowledge and Rules-Based Systems -- Case Letter 6: Learning 'to See' -- Case Letter 7: Tacit Knowledge and Differences -- Case Letter 8: 'We Know More Than We Can Tell' Constitutes the Basis of Tacit Knowledge -- Case Letter 9: The Hierarchical Organization of Tacit Knowledge Case Letter 10: Tacit Knowledge's 'Repeats' and Patterns -- Case Letter 11: Tacit Knowledge and Abduction -- Case Letter 12: Tacit Knowledge Is Dependent on Tacit Methods -- Case Letter 13: Tacit Knowledge and Conceptual Nuance -- Case Letter 14: Learning Tacit Knowledge Through Various Processes -- Case Letter 15: Reflection Upon Praxis That Changes Praxis -- Case Letter 16: Understanding as a Part of Tacit Knowledge -- Case Letter 17: Degrees of Tacit and Explicit Knowledge -- Case Letter 18: Types of Awareness -- Case Letter 19: Experience-Based Systems -- Case Letter 20: Alternation Between Focal and Subsidiary Awareness -- Case Letter 21: The Development of Tacit Knowledge Is Different from Performing It -- References -- 4. How Is Tacit Knowledge Transferred? -- Introduction -- The Master-Apprentice Relationship -- Contextual Familiarity -- Routines -- Goal Structure -- Case Letter 1: Artefacts and Mentefacts -- Case Letter 2: Pre-Understanding as a Necessary Basis for Knowledge Processes -- Case Letter 3: Artefacts and Mentefacts in Social Systems -- Case Letter 4: The Conserving and Stabilizing Elements of Tacit Knowledge -- Case Letter 5: Ways of Thinking Influence Actions -- Case Letter 6: 'Learning Before Doing' -- Case Letter 7: Minerva Spreads Its Wings Only With the Coming of the Dusk -- Case Letter 8: To Grasp the Explanation of a Situation, You Have to Be Able to Identify With It -- Case Letter 9: Transferring or 'Translating' Tacit Knowledge? -- Case Letter 10: Three Mechanisms That Enable the Transfer of Tacit Knowledge -- Case Letter 11: Basic Rules -- Case Letter 12: Discipline, Imitation and Improvements -- Case Letter 13: Imitation -- Case Letter 14: Good Judgement Is Objective in Its Consequences -- References -- 5. How Is Tacit Knowledge Integrated? -- Introduction -- Expectations -- Communication Case Letter 1: Dialogue Develops Interaction Competence -- Case Letter 2: Tacit Knowledge Is Expressed Through Metaphors, Analogies, Images and Examples -- Case Letter 3: External and Internal Relationships -- Case Letter 4: The Constituent Elements of a Dialogue -- Case Letter 5: Four Types of Communication With an Emphasis on Dialogue -- Case Letter 6: Hidden Knowledge -- Case Letter 7: Our Basic Ways of Thinking -- Case Letter 8: It's One Thing to Do What Is Right, It's Another Thing to Avoid Doing What Is Wrong -- Case Letter 9: Trust as a Prerequisite for Dialogue -- Case Letter 10: From Win-Lose to Win-Win Processes -- References -- INDEX. |
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| dewey-full | 658.4/038 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/038 |
| dewey-search | 658.4/038 |
| dewey-sort | 3658.4 238 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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| id | DE-604.BV049874283 |
| illustrated | Not Illustrated |
| indexdate | 2024-09-19T05:22:06Z |
| institution | BVB |
| isbn | 9781803826776 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035213741 |
| oclc_num | 1315640631 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (137 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2022 |
| publishDateSearch | 2022 |
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| publisher | Emerald Publishing Limited |
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| spelling | Johannessen, Jon-Arild Verfasser aut The Philosophy of Tacit Knowledge The Tacit Side of Knowledge Management in Organizations 1st ed Bingley Emerald Publishing Limited 2022 ©2022 1 Online-Ressource (137 Seiten) txt rdacontent c rdamedia cr rdacarrier Emerald Points Series Description based on publisher supplied metadata and other sources Cover -- THE PHILOSOPHY OF TACIT KNOWLEDGE -- THE PHILOSOPHY OF TACIT KNOWLEDGE: The Tacit Side of Knowledge Management in Organizations -- Copyright -- CONTENTS -- FOREWORD -- 1. A Philosophy of Knowledge Management -- References -- 2. What Is Tacit Knowledge? -- Development of a Tacit Knowledge Typology -- An Explanation of the Different Types of Tacit Knowledge -- Rules of Thumb -- Holistic Causal Understanding -- Intuition -- Understanding Patterns -- Case Letter 1: Tacit Knowledge Is Objective in Its Consequences -- Case Letter 2: The Building Blocks of Tacit Knowledge -- Case Letter 3: The Development, Transfer and Integration of Tacit Knowledge -- Case Letter 4: Tacit Knowledge - Focal Awareness and Subsidiary Awareness -- Case Letter 5: the Relationship Between Tacit Knowledge and Explicit Knowledge -- Case Letter 6: Contextual Familiarity -- Case Letter 7: Communication in Tacit Knowledge -- Case Letter 8: The Tacit Space -- References -- 3. How Is Tacit Knowledge Developed? -- Introduction -- Structure -- Tacit Knowledge Processes -- The Three Elements in the Development of Tacit Knowledge -- 'Learning by Doing' (Arrow, 1962) -- 'Learning by Using' (Rosenberg, 1982) -- 'Learning by Interacting' (Lundvall, 1992) -- 'Learning by Experimenting' (Solow, 1997) -- Case Letter 1: From Focal Awareness to Subsidiary Awareness -- Case Letter 2: Learning Rules Is the Starting Point for the Development of Tacit Knowledge -- Case Letter 3: Tacit Knowledge and Interaction in Groups -- Case Letter 4: Is Tacit Knowledge Personal? -- Case Letter 5: Tacit Knowledge and Rules-Based Systems -- Case Letter 6: Learning 'to See' -- Case Letter 7: Tacit Knowledge and Differences -- Case Letter 8: 'We Know More Than We Can Tell' Constitutes the Basis of Tacit Knowledge -- Case Letter 9: The Hierarchical Organization of Tacit Knowledge Case Letter 10: Tacit Knowledge's 'Repeats' and Patterns -- Case Letter 11: Tacit Knowledge and Abduction -- Case Letter 12: Tacit Knowledge Is Dependent on Tacit Methods -- Case Letter 13: Tacit Knowledge and Conceptual Nuance -- Case Letter 14: Learning Tacit Knowledge Through Various Processes -- Case Letter 15: Reflection Upon Praxis That Changes Praxis -- Case Letter 16: Understanding as a Part of Tacit Knowledge -- Case Letter 17: Degrees of Tacit and Explicit Knowledge -- Case Letter 18: Types of Awareness -- Case Letter 19: Experience-Based Systems -- Case Letter 20: Alternation Between Focal and Subsidiary Awareness -- Case Letter 21: The Development of Tacit Knowledge Is Different from Performing It -- References -- 4. How Is Tacit Knowledge Transferred? -- Introduction -- The Master-Apprentice Relationship -- Contextual Familiarity -- Routines -- Goal Structure -- Case Letter 1: Artefacts and Mentefacts -- Case Letter 2: Pre-Understanding as a Necessary Basis for Knowledge Processes -- Case Letter 3: Artefacts and Mentefacts in Social Systems -- Case Letter 4: The Conserving and Stabilizing Elements of Tacit Knowledge -- Case Letter 5: Ways of Thinking Influence Actions -- Case Letter 6: 'Learning Before Doing' -- Case Letter 7: Minerva Spreads Its Wings Only With the Coming of the Dusk -- Case Letter 8: To Grasp the Explanation of a Situation, You Have to Be Able to Identify With It -- Case Letter 9: Transferring or 'Translating' Tacit Knowledge? -- Case Letter 10: Three Mechanisms That Enable the Transfer of Tacit Knowledge -- Case Letter 11: Basic Rules -- Case Letter 12: Discipline, Imitation and Improvements -- Case Letter 13: Imitation -- Case Letter 14: Good Judgement Is Objective in Its Consequences -- References -- 5. How Is Tacit Knowledge Integrated? -- Introduction -- Expectations -- Communication Case Letter 1: Dialogue Develops Interaction Competence -- Case Letter 2: Tacit Knowledge Is Expressed Through Metaphors, Analogies, Images and Examples -- Case Letter 3: External and Internal Relationships -- Case Letter 4: The Constituent Elements of a Dialogue -- Case Letter 5: Four Types of Communication With an Emphasis on Dialogue -- Case Letter 6: Hidden Knowledge -- Case Letter 7: Our Basic Ways of Thinking -- Case Letter 8: It's One Thing to Do What Is Right, It's Another Thing to Avoid Doing What Is Wrong -- Case Letter 9: Trust as a Prerequisite for Dialogue -- Case Letter 10: From Win-Lose to Win-Win Processes -- References -- INDEX. Knowledge management expert Jon-Arild Johannessen presents a comprehensive exploration of tacit knowledge based on the research problem: How can tacit knowledge be used to improve organizational performance in practice? Tacit knowledge Erscheint auch als Druck-Ausgabe Johannessen, Jon-Arild The Philosophy of Tacit Knowledge Bingley : Emerald Publishing Limited,c2022 9781803826783 |
| spellingShingle | Johannessen, Jon-Arild The Philosophy of Tacit Knowledge The Tacit Side of Knowledge Management in Organizations Cover -- THE PHILOSOPHY OF TACIT KNOWLEDGE -- THE PHILOSOPHY OF TACIT KNOWLEDGE: The Tacit Side of Knowledge Management in Organizations -- Copyright -- CONTENTS -- FOREWORD -- 1. A Philosophy of Knowledge Management -- References -- 2. What Is Tacit Knowledge? -- Development of a Tacit Knowledge Typology -- An Explanation of the Different Types of Tacit Knowledge -- Rules of Thumb -- Holistic Causal Understanding -- Intuition -- Understanding Patterns -- Case Letter 1: Tacit Knowledge Is Objective in Its Consequences -- Case Letter 2: The Building Blocks of Tacit Knowledge -- Case Letter 3: The Development, Transfer and Integration of Tacit Knowledge -- Case Letter 4: Tacit Knowledge - Focal Awareness and Subsidiary Awareness -- Case Letter 5: the Relationship Between Tacit Knowledge and Explicit Knowledge -- Case Letter 6: Contextual Familiarity -- Case Letter 7: Communication in Tacit Knowledge -- Case Letter 8: The Tacit Space -- References -- 3. How Is Tacit Knowledge Developed? -- Introduction -- Structure -- Tacit Knowledge Processes -- The Three Elements in the Development of Tacit Knowledge -- 'Learning by Doing' (Arrow, 1962) -- 'Learning by Using' (Rosenberg, 1982) -- 'Learning by Interacting' (Lundvall, 1992) -- 'Learning by Experimenting' (Solow, 1997) -- Case Letter 1: From Focal Awareness to Subsidiary Awareness -- Case Letter 2: Learning Rules Is the Starting Point for the Development of Tacit Knowledge -- Case Letter 3: Tacit Knowledge and Interaction in Groups -- Case Letter 4: Is Tacit Knowledge Personal? -- Case Letter 5: Tacit Knowledge and Rules-Based Systems -- Case Letter 6: Learning 'to See' -- Case Letter 7: Tacit Knowledge and Differences -- Case Letter 8: 'We Know More Than We Can Tell' Constitutes the Basis of Tacit Knowledge -- Case Letter 9: The Hierarchical Organization of Tacit Knowledge Case Letter 10: Tacit Knowledge's 'Repeats' and Patterns -- Case Letter 11: Tacit Knowledge and Abduction -- Case Letter 12: Tacit Knowledge Is Dependent on Tacit Methods -- Case Letter 13: Tacit Knowledge and Conceptual Nuance -- Case Letter 14: Learning Tacit Knowledge Through Various Processes -- Case Letter 15: Reflection Upon Praxis That Changes Praxis -- Case Letter 16: Understanding as a Part of Tacit Knowledge -- Case Letter 17: Degrees of Tacit and Explicit Knowledge -- Case Letter 18: Types of Awareness -- Case Letter 19: Experience-Based Systems -- Case Letter 20: Alternation Between Focal and Subsidiary Awareness -- Case Letter 21: The Development of Tacit Knowledge Is Different from Performing It -- References -- 4. How Is Tacit Knowledge Transferred? -- Introduction -- The Master-Apprentice Relationship -- Contextual Familiarity -- Routines -- Goal Structure -- Case Letter 1: Artefacts and Mentefacts -- Case Letter 2: Pre-Understanding as a Necessary Basis for Knowledge Processes -- Case Letter 3: Artefacts and Mentefacts in Social Systems -- Case Letter 4: The Conserving and Stabilizing Elements of Tacit Knowledge -- Case Letter 5: Ways of Thinking Influence Actions -- Case Letter 6: 'Learning Before Doing' -- Case Letter 7: Minerva Spreads Its Wings Only With the Coming of the Dusk -- Case Letter 8: To Grasp the Explanation of a Situation, You Have to Be Able to Identify With It -- Case Letter 9: Transferring or 'Translating' Tacit Knowledge? -- Case Letter 10: Three Mechanisms That Enable the Transfer of Tacit Knowledge -- Case Letter 11: Basic Rules -- Case Letter 12: Discipline, Imitation and Improvements -- Case Letter 13: Imitation -- Case Letter 14: Good Judgement Is Objective in Its Consequences -- References -- 5. How Is Tacit Knowledge Integrated? -- Introduction -- Expectations -- Communication Case Letter 1: Dialogue Develops Interaction Competence -- Case Letter 2: Tacit Knowledge Is Expressed Through Metaphors, Analogies, Images and Examples -- Case Letter 3: External and Internal Relationships -- Case Letter 4: The Constituent Elements of a Dialogue -- Case Letter 5: Four Types of Communication With an Emphasis on Dialogue -- Case Letter 6: Hidden Knowledge -- Case Letter 7: Our Basic Ways of Thinking -- Case Letter 8: It's One Thing to Do What Is Right, It's Another Thing to Avoid Doing What Is Wrong -- Case Letter 9: Trust as a Prerequisite for Dialogue -- Case Letter 10: From Win-Lose to Win-Win Processes -- References -- INDEX. Tacit knowledge |
| title | The Philosophy of Tacit Knowledge The Tacit Side of Knowledge Management in Organizations |
| title_auth | The Philosophy of Tacit Knowledge The Tacit Side of Knowledge Management in Organizations |
| title_exact_search | The Philosophy of Tacit Knowledge The Tacit Side of Knowledge Management in Organizations |
| title_full | The Philosophy of Tacit Knowledge The Tacit Side of Knowledge Management in Organizations |
| title_fullStr | The Philosophy of Tacit Knowledge The Tacit Side of Knowledge Management in Organizations |
| title_full_unstemmed | The Philosophy of Tacit Knowledge The Tacit Side of Knowledge Management in Organizations |
| title_short | The Philosophy of Tacit Knowledge |
| title_sort | the philosophy of tacit knowledge the tacit side of knowledge management in organizations |
| title_sub | The Tacit Side of Knowledge Management in Organizations |
| topic | Tacit knowledge |
| topic_facet | Tacit knowledge |
| work_keys_str_mv | AT johannessenjonarild thephilosophyoftacitknowledgethetacitsideofknowledgemanagementinorganizations |