Table of Contents

Handbook on the Knowledge Economy

Handbook on the Knowledge Economy

Elgar original reference

Edited by David Rooney, Greg Hearn and Abraham Ninan

This fascinating Handbook defines how knowledge contributes to social and economic life, and vice versa. It considers the five areas critical to acquiring a comprehensive understanding of the knowledge economy: the nature of the knowledge economy; social, cooperative, cultural, creative, ethical and intellectual capital; knowledge and innovation systems; policy analysis for knowledge-based economies; and knowledge management.

Chapter 15: ‘Tacit Knowledge’ Versus ‘Explicit Knowledge’ Approaches to Knowledge Management Practice

Ron Sanchez

Subjects: business and management, knowledge management, organisational innovation, innovation and technology, innovation policy, knowledge management, organisational innovation, politics and public policy, public policy


Ron Sanchez Introduction Managers concerned with implementing knowledge management in their organizations today face a number of challenges in developing sound methods for this still emerging area of management practice (Sanchez 2001). Both the growing literature on knowledge management and the advice offered by various knowledge management consultants, however, seem to advocate forms of knowledge management practice that often appear incomplete, inconsistent and even contradictory. This chapter suggests that the current lack of coherence in the diverse recommendations for knowledge management practice results from the fact that the development of both theory and practice in this emerging field is being driven by two fundamentally different approaches to identifying and managing knowledge in organizations. These two approaches are characterized here as the ‘tacit knowledge’ approach and the ‘explicit knowledge’ approach. This chapter first clarifies how these two fundamental approaches differ in both their philosophical premises and derived recommendations for practice, and it summarizes the main strengths and weaknesses of each of the two approaches in practice. We then suggest that sound knowledge management practice requires a creative synthesis of the two approaches that enables the strengths of one approach to offset the inherent limitations of the other approach, and vice versa. Tacit knowledge versus explicit knowledge approaches Even a casual review of the many articles and consulting recommendations on knowledge management practice today soon reveals a plethora of recommended processes and techniques. Unfortunately – especially for the many managers looking to researchers and consultants for insights to guide development of sound knowledge...

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