英语论文网

l et al. (2009), an important aspect of tacit knowledge is that we know more than we can say; it is more about skills or know-how that people obtain via their own experience, they also added that tacit knowledge appeared to be utterly hard to be formalized and communicated. In contrast, they described the explicit knowledge as something that can be spelled out or codified, so it is more communicable across the contexts. As Nonaka (1994) explained: 'The way to create knowledge in organizations, then, according to the structural perspectives is to identify important tacit knowledge, make it explicit, and convert it back again into the tacit knowledge of others elsewhere in the organization so that it can be applied.'

As illustrated in the Figure 1 below, there are four modes, or processes, of knowledge creation, divided by the types of knowledge at the beginning and the ending of the transformations. Nonaka and Takeuchi (1995) had explained those four distinct modes of knowledge creation as follow: First of all, socialisation (tacit to tacit knowledge), which is the sharing of experiences including mental model and technical skills, the observation, imitation and practice are the tools for an individual to obtain tacit knowledge from one another. Secondly, externalization occurs when articulating tacit knowledge into explicit concepts. The successful of this process depends on the appropriate use of metaphor, analogy, and models to help convert tacit into explicit knowledge effectively. The externalization is defined as the hardest mode of the knowledge conversion in several studies (Chaston et al, 2001; Honig, 2001). Next, combination is a process of converting explicit knowledge into systematic sets of explicit knowledge through media such as documents, meetings, telephone, or computerized communication networks. The combination process also includes the breakdown of concepts, for example, corporate vision into operationalized concepts. Finally, internalization is a step of embodying explicit knowledge which is created and shared in an organization into tacit knowledge of individuals. It is closely related to learning by doing.

Source: Nonaka and Takeuchi (1995)

Then, we shall explore more in-depth about two of the significant components of knowledge creation and conversion, which are knowledge codification and sharing. Cowan and Foray (1997) defined the codification process as 'the process of conversion of knowledge into messages which can be then processed as information'; moreover, an adequate capability of knowledge codification can bring about economies of scale in an organization (Chaston et al, 2000). As Hansen et al (1999) suggested, there are two different knowledge management strategies. Firstly, codification strategy centres on the computer. Knowledge is codified and stored in databases, where it can be accessed by anyone in the organization. This strategy might reduce brainstorming and interaction between people. The second strategy is personalization strategy. In this case, the knowledge is tied to the person who developed it and is shared mainly through direct person-to-person contacts, and if the computer is used to communicate knowledge more than store it, this can be personalization strategy as well (Newell et al, 2009). To summarize, the proper strategy depends on the nature of the business and knowledge.

The rise of Information and Communication Technologies (ICTs) s本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。