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    Ways knowledge-enabled organizations acquire, measure, teach, share and apply knowledge are discussed and illustrated. Methods to balance the use of tacit and explicit knowledge at work and practical, proven ways to improve the understanding and use of knowledge are presented. In 2005, this article was one of the top 200 most downloaded of 50,000 articles published by the Emerald Literati Network, Emerald Group Publishing.

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    Ways knowledge-enabled organizations acquire, measure, teach, share and apply knowledge are discussed and illustrated. Methods to balance the use of tacit and explicit knowledge at work and practical, proven ways to improve the understanding and use of knowledge are presented. In 2005, this article was one of the top 200 most downloaded of 50,000 articles published by the Emerald Literati Network, Emerald Group Publishing.

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    32 views1 page

    Abstract 5

    Uploaded by

    michaelb4
    Ways knowledge-enabled organizations acquire, measure, teach, share and apply knowledge are discussed and illustrated. Methods to balance the use of tacit and explicit knowledge at work and practical, proven ways to improve the understanding and use of knowledge are presented. In 2005, this article was one of the top 200 most downloaded of 50,000 articles published by the Emerald Literati Network, Emerald Group Publishing.

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    The Role of Tacit and Explicit Knowledge in the Workplace

    Elizabeth A. Smith, Ph.D.

    ABSTRACT

    Knowledge plays a key role in the information revolution. Major challenges are to select the
    “right” information from numerous sources and transform it into useful knowledge. Tacit
    knowledge based on common sense, and explicit knowledge based on academic
    accomplishment are both underutilized. Ways knowledge-enabled organizations acquire,
    measure, teach, share and apply knowledge are discussed and illustrated. Methods to balance
    the use of tacit and explicit knowledge at work and practical, proven ways to improve the
    understanding and use of knowledge are presented. Organizations must begin to create
    worker-centered environments to encourage the open sharing and use of all forms of
    knowledge.

    Journal of Knowledge Management, Vol. 5, No. 4, 2001, pp. 311-321.

    The full text archive of this journal is available at http://www.emerald-library.com/ft

    In 2005, this article was one of the top 200 most downloaded of 50,000 articles published by the
    Emerald Literati Network, Emerald Group Publishing Limited.

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