Tacit knowledge隐性知识: 表示一个人可能没有意识到的内在知识,一种难以通过文字记述或口头表达而转移给他人的知识。 低编码-隐性知识在主体(Agent)之间流动非常缓慢,通常只在面对面的情况下流动。这类知识在实践的经验中,常常体现为一种直觉,编码成语言、文字相对非常难。 比如揉面图,你可以根据一般流程完成...
While tacit knowledge held by employees is difficult to capture, explicit knowledge can be effortlessly recorded, documented, and shared. This knowledge exists in multiple formats such as manuals, books, how-to videos, knowledge bases, and many more. In this blog, we will decode explicit knowledg...
5) dominant knowledge 显性知识 1. This paper introduces the concepts of both dominant knowledge and recessive knowledge,emphatically expounds the methods for the dominantization and organization of the recessive knowledge,and through the actual examples,analyzes on the courses of the excavation and ...
Therefore, organizations that attempt to gain their employees' knowledge (mainly of the tacit type) and make it accessible may, in the process, create a conflict of interests between the individual who possesses the knowledge and the organization that is interested in acquiring this knowledge (...
深入探讨“tacit knowledge”与“explicit knowledge”这两个概念。"knowledge"泛指所有可应用于实践、包含信息与技术的知识，这一理念源自于Michael Polanyi的著作，尽管与同名的Karl Polanyi在经济学领域更为知名，但Michael Polanyi的观点同样重要。在知识管理领域，这两者构成了理论基础框架。以MBA课程为例，...
This paper explains two fundamental approaches to knowledge management. The tacit knowledge approach emphasizes understanding the kinds of knowledge that individuals in an organization have, moving people to transfer knowledge within an organization, and managing key individuals as knowledge creators and carr...
Presenting a paper at a conference, for example, encourages reciprocity and feedback that can increase the value of the knowledge. Increasing the amount of similar data does not make knowledge more valuable (although it does drive up the costs of knowledge), the value of knowledge is increased...
作者: 从知识角度看,波兰尼曾把知识分为显性知识(explicit knowledge)和隐性知识(tacit knowledge)两大类。显性知识可以表述,属于格式化的符号系统;隐性知识可以体验领悟,属于非格式化的意念系统。
In contrast, someequivalent examples of tacit knowledgewould be: Knowing the precise moment to ask a prospect for the sale. Knowing how to empathize with and calm down angry customers. Knowing when a new hire needs personal mentorship to realize their potential. ...
The notion of different mechanisms required for transferring tacit and explicit knowledge across partners would lead to the argument that factors facilitating the acquisition of explicit knowledge may not have the same impact on tacit knowledge and vice versa. To address this question would require an...