The Knowledge Workers Concept
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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.
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Free PDF Download The Tough Pressure of Asking For A Raise in Recessions - By Dr. Fathi El-Nadi |
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About the Author: Dr. Fathi El-Nadi RSS for Dr. Fathi's articles - Visit Dr. Fathi's website Certified Crosby College TQM Instructor; Management & HR Development Senior Consultant to a number of Egyptian & Arab enterprises across the Middle East. - Rated by The Society for Human Resources Management (SHRM) as Senior HR Professional due to his significant contributions to prominent Multinationals in the US, The Gulf, and Egypt. - Had held senior Management, HR, and Training positions in SOM, Johnson Wax, General Motors, and Bristol Myers Squibb. - Currently teaching Management, HR, Strategic Management, and OB at a member of prominent private universities in Egypt. - Management & HR Development consultant to USAID, CIDA, DANIDA & IFC on development projects in Egypt. - Professor, Strategic Management & HR Development (The Arab Academy for Science & Technology / AUC) - Consultant & Member, The National Committee for Faculty & Leadership Development Project (FLDP), a 7 year World Bank Funded project to enhance the quality of Higher Education in Egypt. - Consultant to a number of Egyptian State universities on Strategic Planning & Quality Improvement projects. Click here to visit Dr. Fathi's website. Entrepreneurial Thinking What Leaders Forget to Do The Tough Pressure of Asking For A Raise in Recessions Managing Employees Performance Motivation The Art Science of Recharging Human Batteries |
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