|Publication type:||Working paper – expertise – study|
|Title:||Towards an integrative approach for managing implicit and explicit knowledge : an exploratory study in Switzerland|
|Publisher / Ed. Institution:||University of South Australia|
|Publisher / Ed. Institution:||Adelaide|
|Subjects:||Knowledge Management; Integrative Approach|
|Subject (DDC):||658.4: Executive Management|
|Abstract:||By using interpretive methods, it was the aim of this small-scale qualitative research to find primary data through semi-structured interviews, which allowed making interpretations of potential complementarities about the management of the organization’s implicit and explicit knowledge-assets, and thus support innovation processes or optimize their operational costs. The core research-question for this research is: How do knowledge management practitioners perceive the value and practice of an integrative approach for managing implicit and explicit knowledge? The literature review uncovered only a few empirical and conceptual contributions, which appear to support an “integrative” approach for managing implicit and explicit knowledge-assets, and it appears to have led to two unsynchronized efforts taken from two different groups of scholars and practitioners (human- vs. system-oriented). Using a non-probabilistic snowball sampling, data was collected from individuals of various organizations, who had experienced knowledge management related practices, including ABB, Credit-Suisse, DEZA Swiss Agency for Development and Cooperation, EMPA Materials Science and Technology Research Institution, Ernst & Young, KPMG, Swisscom, Swiss Federal Institute of Technology (ETH), UBS, University of St. Gallen, amongst others. The content analysis proceeded from five secondary research-questions and looked at the language used by the participants during the semi-structured interviews to describe what they mean when they speak of managing implicit and explicit knowledge-assets in an “integrative” manner. It was the objective of the data analysis process to draw logical and reasonable inferences about the phenomenon under investigation. Nevertheless, the ability to apply an “integrative” approach for managing implicit and explicit knowledge-assets appears to be arguably important in management within Swiss organizations. Here the signals were clear, insofar that for most of the interviewees, future success in managing knowledge-assets appears to depend on the way they can bring together benefits out of the combined, unified or in other words the “integrative” management of implicit and explicit knowledge. Swiss practitioners appear to distinguish between various directions of intra-corporate knowledge-flows, to which different “Knowledge Transmission” or “Knowledge Transformation” practices seem to be associated. By analyzing the interview-data, 23 different practices were identified and classified into four possible directions of knowledge-flows, namely system-to-system (1), system-to-human (2), human-to-system (3), and human-to-human (4). The framework developed in this study is based on a knowledge strategy-building process that consists of the four complementary constructs “Knowledge Exploration”, “Knowledge Innovation”, “Knowledge Dissemination” and “Knowledge Automation”, which led the researcher to name the proposed framework EIDA.|
|License (according to publishing contract):||Licence according to publishing contract|
|Departement:||School of Management and Law|
|Organisational Unit:||Institute of Business Information Technology (IWI)|
|Appears in collections:||Publikationen School of Management and Law|
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