The Knowledge Workers Concept
The Knowledge Workers Concept
Organizational knowledge has been codified, stored and managed - it is explicit, systematic and easily communicated in the form of hard data and codified procedures (Inkpen, 2ii6). This contrasts with personal internalized, tacit knowledge (Polani, 1967).
Tacit knowledge involves intangible factors embedded in personal beliefs, experiences and values. Internalized, tacit knowledge is not easily communicated or even readily acknowledged by those who possess it. Organizations draw on individuals' tacit knowledge when they develop and implement explicit knowledge. Nonaka (1994) writes of the spiral of knowledge creation, whereby individuals, then groups, then organizations as a whole, convert tacit knowledge into explicit knowledge.
As an organization builds and expands its knowledge base, both tacit and explicit, it builds its intellectual capital and, consequently, enhances its competitive advantage. Knowledge becomes a competitive asset, especially knowledge which is firm-specific, private knowledge - in particular patents, copyrights and 'secret' procedures. However, as best practices are disseminated within an industry, they become public knowledge (Matusik & Hill, 1998) As individuals master firm-specific best practices, such knowledge becomes portable -a part of an individual's as well as the firm's human capital. Part of the knowledge and experience a new hire may bring to a firm is private knowledge from a prior workplace, just as he or she may transport such knowledge from a firm when he or she moves on to a new employer.
The Knowledge Workers Concept - To learn more about this author, visit Dr. Fathi El-Nadi's Website.
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Perceptions of knowledge differ according to what one considers the repository of knowledge: the individual or the organization. Knowledge as an asset in an organization results from efforts by knowledge workers, individuals in whose heads knowledge resides. Individuals bring knowledge with them to the workplace, knowledge they have acquired through education, training and experience, and, if they leave the workplace, they take with them additional knowledge acquired there. their leaving behind any personal knowledge depends on whether the organization has transformed it into organizational knowledge.
Organizational knowledge has been codified, stored and managed - it is explicit, systematic and easily communicated in the form of hard data and codified procedures (Inkpen, 2ii6). This contrasts with personal internalized, tacit knowledge (Polani, 1967).
Tacit knowledge involves intangible factors embedded in personal beliefs, experiences and values. Internalized, tacit knowledge is not easily communicated or even readily acknowledged by those who possess it. Organizations draw on individuals' tacit knowledge when they develop and implement explicit knowledge. Nonaka (1994) writes of the spiral of knowledge creation, whereby individuals, then groups, then organizations as a whole, convert tacit knowledge into explicit knowledge.
As an organization builds and expands its knowledge base, both tacit and explicit, it builds its intellectual capital and, consequently, enhances its competitive advantage. Knowledge becomes a competitive asset, especially knowledge which is firm-specific, private knowledge - in particular patents, copyrights and 'secret' procedures. However, as best practices are disseminated within an industry, they become public knowledge (Matusik & Hill, 1998) As individuals master firm-specific best practices, such knowledge becomes portable -a part of an individual's as well as the firm's human capital. Part of the knowledge and experience a new hire may bring to a firm is private knowledge from a prior workplace, just as he or she may transport such knowledge from a firm when he or she moves on to a new employer.
The Knowledge Workers Concept - To learn more about this author, visit Dr. Fathi El-Nadi's Website.
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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