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From Tacit Knowledge to Organizational Knowledge for Successful KM

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Knowledge Management and Organizational Learning

Part of the book series: Annals of Information Systems ((AOIS,volume 4))

Abstract

Certain organizational characteristics as well as Knowledge Management (KM) initiative characteristics are needed in order to have successful KM. These characteristics may affect each step in the KM process differently. One of the most difficult and interesting steps in the process is moving from tacit knowledge to organizational knowledge. This step is the focus of this chapter. Propositions concerning the effects of organizational characteristics (innovation and collaborative culture) and KM initiative characteristics (top management support, formal KM staff, incentive program based on quality, and communication about KM) are presented, as well as implications for future research in KM.

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Authors and Affiliations

  1. Management Information Systems Department, College of Business Administration, University of Tulsa, Tulsa, OK, 74104, USA

    Kiku Jones & Lori N. K. Leonard

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  1. Kiku Jones
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  2. Lori N. K. Leonard
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Correspondence to Kiku Jones .

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    Jones, K., Leonard, L.N.K. (2009). From Tacit Knowledge to Organizational Knowledge for Successful KM. In: King, W. (eds) Knowledge Management and Organizational Learning. Annals of Information Systems, vol 4. Springer, Boston, MA. https://doi.org/10.1007/978-1-4419-0011-1_3

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