Showing papers on "Tacit knowledge published in 2002"

Making Social Science Matter: Why Social Inquiry Fails and How It Can Succeed Again

Abstract: This book is a thoughtful antidote to the simple views that see social science as a science like any other-positivistic science. It begins with a well-grounded empirical case of the development and application of expert knowledge, then moves through consideration of context and values, the centrality of power, and a reconsideration of the Greek roots of modern knowledge. It concludes with some salient observations based on the author's own feedback and research practice. Making Social Science Matter: Why Social Inquiry Fails and How it Can Succeed Again. Bent Flyvbjerg: Cambridge: Cambridge University Press, 205 Pages. INTRODUCTION "Physics envy" is one of those phrases that, as an apprentice social scientist, I wished I had heard about 30 years ago. I was studying for a doctorate degree then, a process in which much musing was centered on some central issues in the philosophy of social science. In the texts that I read and the debates that I encountered there was a lot of it about physics envy, that is. What was in short supply was much to make one feel confident as a social science researcher. Instead, rather like a character in a Beckett play, one was waiting for a character-the great deliverer of a truly social science-that never shows up. So I had to write a thesis regardless. Of course, there were various sightings that raised anticipations in different audiences, at different times: some barracked for Parsons, others for Marx, as a great unifier while others just got on with it and didn't think too much about what "it" might mean. They just did it. How they did it seemed to be based on an assumption that, while social science isn't physics, it does have some formal similarities. It has hypotheses; it contains propositions; and, maybe, some covering law-like explanations. (One colleague claims that the universal relationship between the size of organizations and their increasing need for centralization is such a relation.) If only Bent Flyvbjerg's book had been available then! BEYOND THE SCIENCE WARS The author begins with the hoax played by the physicist, Alan Sokal, one of the editors of the journal Social Text. Most people probably know about it. Sokal (1996) submitted an article that appeared to "deconstruct" physics and the editors accepted and published it. Thus was the latest salvo in the debate about the "two cultures" fired across the bows of the global social science community. The implications were clear: for bona fide-not to say macho-"real" scientists, social science is unreal and unnatural: simplistic in its assumptions, short on quality controls, and peopled by beings of lesser judgment, if not intelligence, than those to be found in the Natural Science Faculties. Flyvbjerg (page 3) is quite explicit about the implications of such warfare: "Social science is locked in a fight that it cannot hope to win, because it has accepted terms that are self-defeating." What is to be done to change these terms and avoid defeat? Go back to Aristotle and start over again, says Flyvbjerg. Eschew Aristotle's path to knowledge that routes through the virtues of either techne or episteme and instead use Aristotle's account of a prudent and wise science-one founded on phonesis-and integrate it with a Foucauldian conception of power. The route to Aristotle turns out to be quite contemporary-it works through the phenomenology of human learning in the light of the Dreyfus and Dreyfus (1986) model. This is the model that demonstrates that expert learning goes far beyond knowing and using the rules to accomplish an activity. Indeed, such explicit knowledge and referral is, in fact, counter to expertise that seems to rely on tacit knowledge and intuition embedded in context much more than it does on explicit and disembedded knowledge. Physics envy is closely related to Cartesian anxiety-the fear of nihilism and relativism that lies outside the borders of a strict analytical and rational scientific tradition. …

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

Abstract: 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.

Tacit Knowledge, Innovation and Economic Geography

Abstract: The aim of this paper is to outline the importance of tacit knowledge in the innovation process and to highlight the way that geographical location not only influences the relationship between knowledge and innovative activity, but also affects the way that such interaction influences the geography of innovation and economic activity. After a discussion about the nature of knowledge, the paper explores the relationship that exists between knowledge and geography. The paper then reviews, using as an analytical lens, the growing body of literature on knowledge spillovers which affirm the importance of geography. However, the discussion then seeks to outline some crucial gaps that remain in our conceptualisation of the knowledge spillover and transfer process. The paper then highlights the neglected role of knowledge demand and consumption in a spatial context, before concluding with a review of areas for future research.

Modularity in Technology and Organization

Abstract: While characteristically ‘Austrian' themes such as entrepreneurship, economic calculation, tacit knowledge and the temporal structure of capital are clearly relevant to the business firm, Austrian economists have said relatively little about management, organization, and strategy. This innovative book features 12 chapters that all seek to advance the understanding of these issues by drawing on Austrian ideas.

Do we really understand tacit knowledge

Abstract: This paper advances the claim that tacit knowledge has been greatly misunderstood in management studies. Nonaka and Takeuchi’s widely adopted interpretation of tacit knowledge as knowledge awaiting “translation” or “conversion” into explicit knowledge is erroneous: contrary to Polanyi’s argument, it ignores the essential ineffability of tacit knowledge. In the paper I show why the idea of focussing on a set of tacitly known particulars and “converting” them into explicit knowledge is unsustainable. However, the ineffability of tacit knowledge does not mean that we cannot discuss the skilled performances in which we are involved. We can discuss them provided we stop insisting on “converting” tacit knowledge and, instead, start recursively drawing our attention to how we draw each other’s attention to things. Instructive forms of talk help us re-orientate ourselves to how we relate to others and the world around us, thus enabling us to talk and act differently. Following Wittgenstein and Shotter, I argue that we can command a clearer view of our skilled performances if we “re-mind” ourselves of how we do things, so that distinctions, which we had previously not noticed, and features, which had previously escaped our attention, may be brought forward. We cannot operationalise tacit knowledge but we can find new ways of talking, fresh forms of interacting and novel ways of distinguishing and connecting. Tacit knowledge cannot be “captured”, “translated”, or “converted” but only displayed and manifested, in what we do. New knowledge comes about not when the tacit becomes explicit, but when our skilled performance is punctuated in new ways through social interaction. Presented to Knowledge Economy and Society Seminar, LSE Department of Information Systems, 14 June 2002

Tacit Knowledge as a Source of Competitive Advantage in the National Basketball Association

Abstract: In this study, we investigate a central tenet of the resource-based view of the firm舒that tacit knowledge often lies at the core of sustainable competitive advantage舒and attempt to articulate it wi...

Why all this fuss about codified and tacit knowledge

Abstract: This paper starts with a critical assessment of the recent paper by Cowan, Foray and David. It also provides the authors' own assessment of why the tacit-codified distinction is important in relation to economic analysis and knowledge management practice. The criticism of Cowan, Foray and David centres on three points. Firstly, it is argued that the discussion on codification must make the fundamental distinction between knowledge about the world (know-what) and knowledge in the form of skills and competence (know-how). Secondly, it is argued that the dichotomy between codifiable and non-codifiable knowledge is problematic since it is rare that a body of knowledge can be completely transformed into codified form without losing some of its original characteristics and that most forms of relevant knowledge are mixed in these respects. Thirdly, we contest their implicit assumption that codification always represents progress. We conclude that for these reasons their intellectual exercise of extending definitions of what is codified and possible to codify, while in principle addressing very important issues related to innovation policy and knowledge management, ends up having limited practical implications for these areas. Copyright 2002, Oxford University Press.

Are Firms Superior to Alliances and Markets? An Empirical Test of Cross-Border Knowledge Building

Abstract: Are multinational corporations (MNCs) superior to strategic alliances and markets in facilitating the flow of knowledge across borders? If so, what are the sources of this superiority? Despite their central importance to the theory and practice of international management, these questions have not been directly tested. Our paper seeks to address this gap in empirical research.Drawing upon recent research on multinational corporations and the knowledge-based view of the firm, we develop hypotheses regarding the relative superiority of alternative institutional arrangements as regards cross-border knowledge building. Analysis of patent citations by semiconductor companies points to the superiority of multinational firms over both alliances and markets in cross-border knowledge building. Interviews with engineers and managers in MNCs point to the intertwining of codified and tacit knowledge and; therefore, the need for both formal and informal mechanisms for successful knowledge building. Our findings suggest that the superiority of MNCs stems from the firms' ability to use multiple mechanisms of knowledge transfer flexibly and simultaneously to move, integrate, and develop technical knowledge. Our research, therefore, suggests that the challenge of knowledge management for MNCs extends beyond the creation of international information systems, to the design of organizational structures, systems, and culture capable of supporting the flow of knowledge.

Examining the Role of Health Services Research in Public Policymaking

Abstract: Conceptual, methodological, and practical issues await those who seek to understand how to make better use of health services research in developing public policy. Some policies and some policymaking processes may lend themselves particularly well to being informed by research. Different conclusions about the extent to which policymaking is informed by research may arise from different views about what constitutes health services research (is it citable research or any professional social inquiry that can aid in problem solving?) or different views about what constitutes research use (is it explicit uses of research only, or does it also include tacit knowledge or the positions of stakeholders when they are informed by research and are influential in the policymaking process?). Some conditions may favor the use of research in policymaking, like sustained interactions between researchers and policymakers. Results from an exploratory study on the use of health services research by Canadian provincial policymakers illustrate these issues.

On writing fieldnotes: collection strategies and background expectancies:

Abstract: Fieldnotes are a vital part of ethnographic research, yet little attention has been paid to the practical details of note-taking. Exactly how does an ethnographer decide what to write about? This article uses fieldnotes from various sources to show that, irrespective of any formal strategies for note-taking, researchers’ tacit knowledge and expectations often play a major role in determining which observations are worthy of annotation. A greater understanding of these dynamics could complement existing trends in reflexive ethnography by increasing insight into the note-taking process.

The strength of weak ties you can trust: the mediating role of trust in effective knowledge transfer.

Abstract: Recent research suggests that people obtain complex, useful knowledge from other people with whom they work closely and frequently (i.e., strong ties). Yet there has been only limited systematic em...

Knowledge management: hype, hope, or help?

Abstract: This article examines the nature of Knowledge Management - how it differs from Data Management and Information Management, and its relationship to the development of Expert Systems and Decision Support Systems. It also examines the importance of Communities of Practice and Tacit Knowledge for Knowledge Management. The discussion is organized around five explicit questions. One: What is "knowledge"? Two: Why are people, especially managers, thinking about Knowledge Management? Three: What are the enabling technologies for Knowledge Management? Four: What are the prerequisites for Knowledge Management? Five: What are the major challenges for Knowledge Management?

Thriving on the knowledge of outsiders: Tapping organizational social capital

Abstract: Executive Overview Organizations are operating in increasingly complex worlds that require them to apply large amounts of knowledge to their activities. Because knowledge is continuously changing and evolving, most organizations cannot possess all required knowledge within their formal boundaries. Accordingly, they need to acquire large amounts of knowledge from outside the organization by tapping their linkages to external organizations and individuals. A variety of methods can be used to access knowledge that lies outside the organization's boundaries. Such methods vary from tapping the social networks of executives to more involved efforts such as alliances. The method used must be appropriate to the volume and kind of knowledge needed. However, benefiting from the knowledge of outsiders has several additional complexities, and executives need to prepare their organizations to take advantage of social capital. For instance, they need to ensure that the organization has an adequate level of knowledge in...

Correlating the Knowledge-base of Cities with Economic Growth:

Abstract: The competitive advantage of cities in the developed world is increasingly thought to lie in their superior access to the knowledge-base. The generation of new knowledge through investment in research and development leads to new products, services and processes which form the basis of the new economy. Attempts to correlate knowledge creation with economic growth have therefore tended to use R&D measures such as the numbers of research establishments in a rather narrow sense. This paper develops a much wider measure of the knowledge-base comprising tacit knowledge, codified knowledge and knowledge infrastructure for 19 European cities. With the exception of the two world cities, London and Paris, which significantly underperform, there is a broad relationship between the quality of the knowledge-base and economic change as measured by the competitive shift-share residual.

Tacit knowledge management: the role of artifacts

Abstract: This article discusses both the management of tacit knowledge and the tacit approach to knowledge management. Tacit knowledge must be made manageable by being explicated and separated from the knowledge workers, so that the knowledge resources do not go home at night. However, the less knowledge leaving in the evening, the less knowledge will return the following morning. Making the organization as independent as possible of the tacit knowledge of its knowledge workers is an ironic program for knowledge management, since it advocates a reduction of the total resource pool for the sake of managerial control. The article searches for alternatives to knowledge management exercised from a position of control and ownership. A case study of product development is analyzed. This specialized context focuses attention on knowledge mobilization rather than knowledge control and sharing. The artifact provides sufficient pressure for order and coordination to emerge spontaneously. Knowledge management can in such circumstances become tacit without losing its value.

Practical Intelligence, g, and Work Psychology

Abstract: Intelligence has been the most widely studied and controversial factor used to explain individual differences in job performance. The controversy stems not so much from the validity of some kind of g-the evidence in support of some kind of g is impressive-but from the perspective that g is the best or even the only indicator of human abilities. Although g is a fairly consistent predictor of performance, it is far from the sole determinant of performance. There are many other factors that influence performance, such as personality and motivational constructs, that should be considered in addition to g. But perhaps more important, g represents a limited conceptualization of intelligence. This article focuses on the concept of practical intelligence, which reflects a broader conceptualization of the abilities needed for real-world success. We review research on tacit knowledge as an aspect of practical intelligence and consider the implications that practical intelligence has for work psychology.

Types of Knowledge and Their Roles in Technology Transfer

Abstract: At the dawn of a new millennium, the most valuable global commodity is knowledge, particularly new knowledge about technology that may give a culture, a company and/or a laboratory an advantage. This paper begins with examples of tacit technology transfer, including atomic weapons technology, whose development suggests that failure to preserve tacit knowledge could lead to uninvention. This discussion is followed by a taxonomy of knowledge, distinguishing between four types--information, skills, judgement and wisdom. These types are used to refine the distinction between tacit and explicit knowledge, including their role in teams.

Replicating software engineering experiments: addressing the tacit knowledge problem

Abstract: Recently the awareness of the importance of replicating studies has been growing in the empirical software engineering community. The results of any one study cannot simply be extrapolated to all environments because there are many uncontrollable sources of variation between different environments. In our work, we have reasoned that the availability of laboratory packages for experiments can encourage better replications and complementary studies. However, even with effectively specified laboratory packages, transfer of experimental know-how can still be difficult. A cooperation between Brazilian and American researchers addressing effective running of replications was formed in 1999. One of the specific issues being addressed is the problem of transferring tacit knowledge. We discuss what we learned about the tacit knowledge transfer problem and the evolution of laboratory packages in the description of a replication performed in Brazil using a PBR (Perspective Based Reading) laboratory package; also how further issues are addressed.

Analysis and Discussion

Abstract: This section discusses findings from the three case studies and situates the findings in the literature. In the first section the discussion focuses on issues relating to the use of IT as reviewed in Chapter 2. In the second section the discussion focuses on issues relating to the knowledge management literature as reviewed in Chapter 3. Finally, a summary of the key points of this chapter is presented.

Knowledge management: re-thinking information management and facing the challenge of managing tacit knowledge

Abstract: Knowledge management has generated much interest in recent years and has become the latest management buzz in town. Many people start wondering whether knowledge management is here to stay or it is just another consultancy fad. To put things in perspective, it is important to look at the sequence of events that led to the rise of knowledge management. The arrival of the information society and the move toward the knowledge-based economy highlighted the importance of tacit knowledge and the need to manage knowledge resources including skills and competencies. Knowledge management as a concept with people taking the centre stage has prompted us to rethink information management and shift focus from trying to develop intelligent systems to that of developing tools for intelligent people. It is this realization in my opinion that makes knowledge management attractive to many organizations. While the focus in information management is mostly on explicit knowledge, knowledge management brings a new dimension, the need to manage tacit knowledge by focusing on people and enhance their capability by improving communication, information transfer and collaboration.

Tacit Knowledge and Strategic Decision Making

Abstract: Tacit knowledge is not easily recognized or acknowledged, but it can be a key factor in enhancing the quality of strategic decisions made by the top management team. A working definition of tacit knowledge is the work-related practical know-how that is acquired through direct experience and instrumental in achieving goals important to the holder. The study provides an integration of the cognitive and strategic literatures to show that tacit knowledge is accessible and how it plays an integral role in the context of strategic decision making. The authors propose that better decisions will occur when tacit knowledge is employed overtly during strategy sessions. Among other methods, the use of guided mental imagery seems to provide the simultaneous benefits of explicating tacit knowledge as well as enhancing the socialization process necessary for its transfer among team members.

The intellectual structure and interdisciplinary breadth of Knowledge Management: A bibliometric study of its early stage of development

Abstract: This study explores the intellectual structure and interdisciplinary breadth of Knowledge Management in its early stage of development. Intellectual structure is established by a principal component analysis applied to an author co-citation frequency matrix. The author co-citation frequencies were derived from the 1994-1998 academic literature and captured by the single search phrase of “Knowledge Management.” Four factors were labeled Knowledge Management, Organizational Learning, Knowledge-based Theories, and The Role of Tacit Knowledge in Organizations. The interdisciplinary breadth surrounding Knowledge Management mainly occurs in the discipline of management. Empirical evidence suggests that the discipline of Computer Science is not a key contributor as originally hypothesized.

Small firms and internationalisation: learning to manage and managing to learn

Abstract: Small firms contribute significantly to the UK economy, but most research into learning and work features the experience of large organisations. This article focuses on learning and work in small organisations. An interpretive framework relating to organisational learning is derived from the literature. Data on learning in small firms that internationalise are analysed to assess the extent to which models of organisational learning are applicable to the context and challenges they face. The article suggests that the large firm model of learning is inappropriate; the distinctive culture and communication systems of small organisations require different approaches to the acquisition, transmission and interpretation of knowledge. Tacit knowledge, developed through informal learning, is a priority and learning through local business networks is more important than participation in formal programmes. Advocacy of human resource development (HRD) practices based on conventional theories of organisational learning, therefore, may hinder rather than encourage performance in small organisations.

Problem solving and knowledge inertia

Abstract: Knowledge is becoming much more important for individuals and organizations than before. Knowledge management (KM) has been proposed as a methodology that can manage knowledge in organizations. However, KM may also have a nature, knowledge inertia (KI), stemming from the use of routine problem solving procedures, stagnant knowledge sources, and following past experience or knowledge. It may enable or inhibit an organization's or an individual's ability on problem solving. In order to explore to what extent, this research investigates several issues. First, types of knowledge have been specified. Second, knowledge from problem solving has been classified and understood. Third, inertia from knowledge is illustrated with some cases. Fourth, circulation of knowledge types in terms of avoiding KI is described. Finally, a case study of a military training institute implementing training revolution and overcoming KI is demonstrated. The proposed knowledge-based architecture investigates the mechanism of case base, heuristic base, and rule base that incorporates explicit knowledge, tacit knowledge, and procedural knowledge in support of managing knowledge and dealing with inertia.