Formalisation versus tacitness: keys for creating and sharing knowledge in innovative large organisations
Autor(a) principal: | |
---|---|
Data de Publicação: | 2015 |
Outros Autores: | |
Tipo de documento: | Artigo |
Idioma: | eng |
Título da fonte: | Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
Texto Completo: | http://hdl.handle.net/10071/14155 |
Resumo: | In the situated learning theory, we disclose the existence of some tensions that may arise from two opposite forces within a context of communities of practice: the need for formalisation (large enterprises) and tacitness (creativity and innovation). Our study focuses on how these tensions are dealt with in a case study of a Portuguese innovative large enterprise that has developed a knowledge strategy over the last decade. The keys for overcoming this risky confrontation are related to a combination of “knowledge vision” and the coordinator and culture roles. A question to be addressed by firms in similar situation is “who-knows-what”, in order to identify the key knowledge that must be transformed from tacit into explicit. This would avoid wasting too many resources on making explicit the wrong tacit knowledge. Further research is required in other firms and contexts, on a still underestimated problem within communities of practice |
id |
RCAP_751c73e24fe472e8a8337bcaa7363f67 |
---|---|
oai_identifier_str |
oai:repositorio.iscte-iul.pt:10071/14155 |
network_acronym_str |
RCAP |
network_name_str |
Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
repository_id_str |
7160 |
spelling |
Formalisation versus tacitness: keys for creating and sharing knowledge in innovative large organisationsFormalisationTacitnessKnowledge sharingKnowledge creationAction researchInnovation processCase studyIn the situated learning theory, we disclose the existence of some tensions that may arise from two opposite forces within a context of communities of practice: the need for formalisation (large enterprises) and tacitness (creativity and innovation). Our study focuses on how these tensions are dealt with in a case study of a Portuguese innovative large enterprise that has developed a knowledge strategy over the last decade. The keys for overcoming this risky confrontation are related to a combination of “knowledge vision” and the coordinator and culture roles. A question to be addressed by firms in similar situation is “who-knows-what”, in order to identify the key knowledge that must be transformed from tacit into explicit. This would avoid wasting too many resources on making explicit the wrong tacit knowledge. Further research is required in other firms and contexts, on a still underestimated problem within communities of practiceIndependent Journal of Management and Production2017-07-27T08:26:40Z2015-01-01T00:00:00Z20152019-05-17T12:55:05Zinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/articleapplication/pdfhttp://hdl.handle.net/10071/14155eng2236-269X10.14807/ijmp.v6i1.251Sousa, M. J.González-Loureiro, M.info:eu-repo/semantics/openAccessreponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãoinstacron:RCAAP2023-11-09T17:34:06Zoai:repositorio.iscte-iul.pt:10071/14155Portal AgregadorONGhttps://www.rcaap.pt/oai/openaireopendoar:71602024-03-19T22:15:24.930747Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãofalse |
dc.title.none.fl_str_mv |
Formalisation versus tacitness: keys for creating and sharing knowledge in innovative large organisations |
title |
Formalisation versus tacitness: keys for creating and sharing knowledge in innovative large organisations |
spellingShingle |
Formalisation versus tacitness: keys for creating and sharing knowledge in innovative large organisations Sousa, M. J. Formalisation Tacitness Knowledge sharing Knowledge creation Action research Innovation process Case study |
title_short |
Formalisation versus tacitness: keys for creating and sharing knowledge in innovative large organisations |
title_full |
Formalisation versus tacitness: keys for creating and sharing knowledge in innovative large organisations |
title_fullStr |
Formalisation versus tacitness: keys for creating and sharing knowledge in innovative large organisations |
title_full_unstemmed |
Formalisation versus tacitness: keys for creating and sharing knowledge in innovative large organisations |
title_sort |
Formalisation versus tacitness: keys for creating and sharing knowledge in innovative large organisations |
author |
Sousa, M. J. |
author_facet |
Sousa, M. J. González-Loureiro, M. |
author_role |
author |
author2 |
González-Loureiro, M. |
author2_role |
author |
dc.contributor.author.fl_str_mv |
Sousa, M. J. González-Loureiro, M. |
dc.subject.por.fl_str_mv |
Formalisation Tacitness Knowledge sharing Knowledge creation Action research Innovation process Case study |
topic |
Formalisation Tacitness Knowledge sharing Knowledge creation Action research Innovation process Case study |
description |
In the situated learning theory, we disclose the existence of some tensions that may arise from two opposite forces within a context of communities of practice: the need for formalisation (large enterprises) and tacitness (creativity and innovation). Our study focuses on how these tensions are dealt with in a case study of a Portuguese innovative large enterprise that has developed a knowledge strategy over the last decade. The keys for overcoming this risky confrontation are related to a combination of “knowledge vision” and the coordinator and culture roles. A question to be addressed by firms in similar situation is “who-knows-what”, in order to identify the key knowledge that must be transformed from tacit into explicit. This would avoid wasting too many resources on making explicit the wrong tacit knowledge. Further research is required in other firms and contexts, on a still underestimated problem within communities of practice |
publishDate |
2015 |
dc.date.none.fl_str_mv |
2015-01-01T00:00:00Z 2015 2017-07-27T08:26:40Z 2019-05-17T12:55:05Z |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
http://hdl.handle.net/10071/14155 |
url |
http://hdl.handle.net/10071/14155 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.relation.none.fl_str_mv |
2236-269X 10.14807/ijmp.v6i1.251 |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/openAccess |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.publisher.none.fl_str_mv |
Independent Journal of Management and Production |
publisher.none.fl_str_mv |
Independent Journal of Management and Production |
dc.source.none.fl_str_mv |
reponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação instacron:RCAAP |
instname_str |
Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação |
instacron_str |
RCAAP |
institution |
RCAAP |
reponame_str |
Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
collection |
Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
repository.name.fl_str_mv |
Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação |
repository.mail.fl_str_mv |
|
_version_ |
1799134711776280576 |