1. KM Review and Critique 1

2. Knowledge Modes According to many authors, knowledge could assume one of two modes: ~ Tacit ~ Explicit ~ Implicit 2

3. Tacit Knowledge Knowledge residing in the minds of employees that has not been documented 3

4. Tacit Knowledge Tacit knowledge is knowledge that cannot be articulated. As Michael Polanyi (1997), the chemist-turned- philosopher who coined the term put it, "We know more than we can tell." Polanyi used the example of being able to recognize a person’s face but being only vaguely able to describe how that is done. This is an instance of pattern recognition. 4

5. Explicit Knowledge Knowledge residing in the minds of employees that has been documented 5

6. Explicit Knowledge Explicit knowledge is knowledge that has been articulated and, more often than not, captured in the form of text, tables, diagrams, product specifications and so on. In a well-known and frequently cited 1991 Harvard Business Review article titled "The Knowledge Creating Company," 6

7. Implicit Knowledge Knowledge that can be articulated but hasn’t is implicit knowledge. 7

8. Implicit Knowledge Knowledge that can be articulated but hasn’t is implicit knowledge. Its existence is implied by or inferred from observable behavior or performance. This is the kind of knowledge that can often be teased out of a competent performer by a task analyst, knowledge engineer or other person skilled in identifying the kind of knowledge that can be articulated but hasn’t. 8

9. Tacit vs. Explicit Tacit knowledge includes insights, intuitions and hunches. This knowledge is difficult to express and formalize and therefore difficult to share. Tacit knowledge is more likely to be personal and based on individual expressions and activities. Explicit and tacit forms of knowledge are quite distinct. However, it is possible to convert explicit knowledge into tacit, as occurs, for example, when an individual reads a book and learns from it, thereby converting the explicit knowledge contained in the book into tacit knowledge in the individual ’ s mind. Similarly, tacit knowledge can sometimes be converted into explicit knowledge, as happens when an individual with considerable tacit knowledge about a topic writes a book formalizing that knowledge. 9

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11. Tacit vs. Explicit The SECI model (Nonaka and Takeuchi) 11

12. Tacit vs. Explicit 12 EXPLICIT TACIT EXPLICIT socialization internalizationcombination externalization EXPLICIT TACIT

13. Externalization Externalization requires the expression of tacit knowledge and its translation into comprehensible forms that can be understood by others. In philosophical terms, the individual transcends the inner and outer boundaries of the self. During the externalization stage of the knowledge-creation process, and individual commits to the group and thus becomes one with the group. The sum of the individuals' intentions and ideas fuse and become integrated with the group's mental world. 13

14. Internalization The internalization of newly created knowledge is the conversion of explicit knowledge into the organization's tacit knowledge. This requires the individual to identify the knowledge relevant for one’s self within the organizational knowledge. That again requires finding one’s self in a larger entity. Learning by doing, training and exercises allow the individual to access the knowledge realm of the group and the entire organization. 14

15. Socialization This mode enables the conversion of tacit knowledge through interaction between individuals. One important point to note here is that an individual can acquire tacit knowledge without language. Apprentices work with their mentors and learn craftsmanship not through language but by observation, imitation and practice. In a business setting, on job training (OJT) uses the same principle. The key to acquiring tacit knowledge is experience. Without some form of shared experience, it is extremely difficult for people to share each other’ thinking process.tacit knowledge 15

16. Combination Combination involves the conversion of explicit knowledge into more complex sets of explicit knowledge. In this stage, the key issues are communication and diffusion processes and the systemization of knowledge. Here, new knowledge generate in the externalization stage transcends the ground in analogues or digital signals 16

17. Primary Knowledge Processes What are the primary knowledge processes ? 17 ~ knowledge representation ~ knowledge storage ~ knowledge transfer ~ knowledge sharing ~ Knowledge creation ~ knowledge acquisition ~ knowledge application

18. Primary Knowledge Processes What are the primary knowledge processes ? 18 ~ knowledge representation ~ knowledge storage ~ knowledge transfer ~ knowledge sharing ~ Knowledge creation ~ knowledge acquisition ~ knowledge application

19. Secondary Knowledge Processes All knowledge processes are either combinations of knowledge representation and knowledge acquisition or are a special case of these two processes 19

20. Secondary Knowledge Processes Knowledge Creation: Is knowledge acquisition with a special case where the acquirer is the first individual to acquire this knowledge 20

21. Secondary Knowledge Processes Knowledge Storage: Is knowledge representation with a special case where the represented knowledge is stored in a repository 21

22. Secondary Knowledge Processes Knowledge Sharing: Is knowledge representation with communication of represented knowledge or allowing access to knowledge storage 22

23. Secondary Knowledge Processes Knowledge Transfer: Is a synonym to knowledge sharing 23

24. Secondary Knowledge Processes Knowledge Application: Is knowledge acquisition put into action (problem solving) 24

25. Analogy with SECI Externalization = knowledge representation Internalization = knowledge acquisition 25

26. Example I Matsushita Electric Industrial Co. was unsuccessful developing an automated bread-making machine. They knew the best bread came from the Osaka International Hotel. So, a few team members apprenticed themselves to the hotel ’ s head baker. What category of K conversion was Matsushita emphasizing? 26

27. Example II Honda used a metaphor of “ Automobile Evolution ” in the design of the Honda City by asking the question: “ what will the automobile eventually evolve into? ” What category of K conversion was Honda emphasizing? 27

28. Example III To be successful in personal copiers, Canon needed a highly reliable, disposable cartridge instead of huge field mx force for conventional copiers. One innovator got a case of beer for team. When consumed he asked: how much does it cost to manufacture this can? Team then compared process of making the beer can to making the drum cylinder. What category of K conversion was Canon emphasizing? 28

29. Example IV Craft General Foods utilizes data from its POS not only to find out what does and what does not sell but also to create new ways to sell – that is new sales systems and methods. What category of K conversion was Craft emphasizing? 29

30. Example V Asahi Breweries forced a corporate vision on its new- product concept. What category of K conversion was Asahi emphasizing? 30

31. Example VI GE documents all customer complaints and inquiries which can be used by members of a new product development team to re-experience what the telephone operator experienced. What category of K conversion was GE emphasizing? 31

32. Example I Matsushita Electric Industrial Co. was unsuccessful developing an automated bread-making machine. They knew the best bread came from the Osaka International Hotel. So, a few team members apprenticed themselves to the hotel ’ s head baker. SOCIALIZATION 32

33. Example II Honda used a metaphor of “ Automobile Evolution ” in the design of the Honda City by asking the question: “ what will the automobile eventually evolve into? ” EXTERNALIZATION 33

34. Example III To be successful in personal copiers, Canon needed a highly reliable, disposable cartridge instead of huge field mx force for conventional copiers. One innovator got a case of beer for team. When consumed he asked: how much does it cost to manufacture this can? Team then compared process of making the beer can to making the drum cylinder. EXTERNALIZATION 34

35. Example IV Craft General Foods utilizes data from its POS not only to find out what does and what does not sell but also to create new ways to sell – that is new sales systems and methods. COMBINATION 35

36. Example V Asahi Breweries forced a corporate vision on its new- product concept. COMBINATION 36

37. Example VI GE documents all customer complaints and inquiries which can be used by members of a new product development team to re-experience what the telephone operator experienced. INTERNALIZATION 37

38. ~ The literature on KM has many gaps ~ The SECI model is very famous, yet not robust ~ The SECI model adds no value ~ KM is about effective and efficient management of the knowledge processes ~ KM revolves around generating and sharing rich information ~ Many information technologies support rich information ~ KM requires proper work environment 38

39. 39 END MODULE IV