The Utility of Tacit Knowledge in Corporate Renewal

• Autorzy: Piotr Ney

Warianty tytułu

Użyteczność wiedzy ukrytej w procesie transformacji przedsiębiorstwa

• Języki publikacji: EN

Abstrakty

EN

Corporate renewal programs usually address tangible elements such as the organizational structure, processes and infrastructure, as well as the explicit knowledge of workers through training or coaching. Such programs do not usually address the tacit knowledge of workers. Tacit knowledge, the personal and specialized professional knowledge that individual workers develop to succeed in performing complex roles, is often a significant corporate resource. It can have a positive utility in helping workers adapt quickly to the renewed organization. However, it can also act as a strong constraint to change. This article discusses tacit knowledge within the context of organizational renewal programs, and suggests some practical techniques for positively influencing its utility.(original abstract)

Programy transformacji przedsiębiorstwa dotyczą przeważnie elementów namacalnych takich jak struktura organizacyjna, procesy, infrastruktura, jak również wiedzy pracowników przekazywanej poprzez szkolenia lub coaching. Zazwyczaj podobne programy nie uwzględniają jednak wiedzy ukrytej pracowników. Wiedza ukryta, czyli osobista, specjalistyczna wiedza pracowników rozwijana w celu sprostania różnorodnym rolom pełnionym w organizacji, jest kluczowym zasobem przedsiębiorstwa. Dzięki niej przystosowanie się do nowych warunków funkcjonowania spółki może przebiegać szybciej i sprawniej. Często jest również silną barierą dla zmian. Artykuł odnosi się do kwestii związanych z wiedzą ukrytą w kontekście programów transformacji przedsiębiorstwa oraz prezentuje praktyczne rozwiązania mające na celu zwiększenia jej użyteczności.(abstrakt oryginalny)

Słowa kluczowe

EN

Transformation of enterprises; Tacit knowledge; Employees in enterprise

PL

Transformacja przedsiębiorstw; Wiedza ukryta; Pracownicy w przedsiębiorstwie

• Czasopismo: Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu. Nauki o Zarządzaniu
• Rocznik: 2010
• Tom: 5
• Numer: nr 148 Transformations and Dynamics in Management Concepts and Cases Corporate Renewal
• Strony: 55--68

Twórcy

autor

Piotr Ney

• Wrocław University of Economics, Poland

Bibliografia

• Akgun A.E., Lynn G.S., Byrne J.C. (2003), Organizational learning. A socio-cognitive framework, Human Relations, Vol. 56, No. 7.
• Alvesson M., Karreman D. (2001), Odd couple. Making sense of the curious concept of knowledge management, Journal of Management Studies, Vol. 38, No. 7.
• Alvesson M., Sveningsson S. (2003), Good visions, bad micro-management and ugly ambiguity. Contradictions of (non-) leadership in a knowledge-intensive organization, Organization Studies, Vol. 24, No. 6.
• Amar A.D. (2002), Managing Knowledge Workers. Unleashing Innovation and Productivity, Quorum Books.
• Ambrosini V., Bowman C. (2001), Tacit knowledge. Some suggestions for operationalization, Journal of Management Studies, Vol. 38, No. 6.
• Badenoch D., Reid C., Burton P., Gibb F., Oppenheim C. (1994), The value of information, [in:] M. Feeney, M. Grieves (eds.), The Value and Impact of Information, British Library Research Policy Issues, London.
• Baumard P. (1999), Tacit Knowledge in Organizations, Sage.
• Blosch M. (2001), Pragmatism and organizational knowledge management, Knowledge and Process Management, Vol. 8, No. 1.
• Boland R.J., Tenkasi R.V. (1995), Perspective making and perspective taking in communities of knowing, Organization Science, Vol. 6, No. 4.
• Brooking A. (1997), The management of intellectual capital, Long Range Planning, Vol. 30, No. 3.
• Brown J.S., Duguid P. (2000a), Balancing Act. How to Capture Knowledge Without Killing It, Harvard Business Review, Vol. 78, No. 3.
• Brown J.S., Duguid P. (2000b), The Social Life of Information, Harvard Business School Press.
• Brown J.S., Duguid P. (2001), Knowledge and organization. A social-practice perspective, Organization Science, Vol. 12, No. 2.
• Chakravarthy B., McEvily S., Diz Y., Rau D. (2003), Knowledge management and competitive advantage, [in:] M. Easterby-Smith, M.A. Lyles (eds.), Handbook of Organizational Learning and Knowledge Management, Blackwell.
• Cohen D. (1998), Toward a knowledge context. Report on the First Annual U.C. Berkley Forum on Knowledge and the Firm, California Management Review, Vol. 40, No. 3.
• Cohen W.M., Levinthal D. (1990), Absorptive capacity. A new perspective on learning and innovation, Administrative Science Quarterly, Vol. 35, No. 1.
• Crossan M.M., Lane H.W., White R.E. (1999), An organizational learning framework. From intuition to institution, Academy of Management Review, Vol. 24, No. 3.
• Cyert R.M., March J.G. (1963), A Behavioural Theory of the Firm, Prentice-Hall.
• Davenport T.H., Jarvenpaa S.L., Beers M.C. (1996), Improving knowledge work process, Sloan Management Review, Vol. 37, No. 4.
• Davenport T.H., Prusak L. (1998), Working Knowledge. How Organizations Manage What They Know, Harvard Business School Press.
• DeFillippi R., Ornstein S. (2003), Psychological perspectives underlying theories of organizational learning, [in:] M. Easterby-Smith, M.A. Lyles (eds.), Handbook of Organizational Learning and Knowledge Management, Blackwell.
• Drucker P.F. (1999), Knowledge-worker productivity. The biggest challenge, California Management Review, Vol. 41, No. 2.
• Earl M.J. (1994), The new and the old of business process redesign, Journal of Strategic Information Systems, Vol. 3.
• Easterby-Smith M., Crossan M., Nicolini D. (2000), Organizational learning. Debates past, present and future, Journal of Management Studies, Vol. 37, No. 6.
• Gibson C.B., Zellmer-Bruhn M.E. (2001), Metaphors and meaning. An intercultural analysis of the concept of teamwork, Administrative Science Quarterly, Vol. 46, No. 2.
• Glazer R. (1998), Measuring the knower. Toward a theory of knowledge equity, California Management Review, Vol. 40, No. 3.
• Grant R.M. (1996), Prospering in dynamically-competitive environments. Organizational capability as knowledge integration, Organization Science, Vol. 7, No. 4.
• Gupta A.K., Govindarajan V. (2000), Knowledge management's social dimension. Lessons from nucor steel, Sloan Management Review, Vol. 42, No. 1.
• Hansen M.T. (1999), The search-transfer problem. The role of weak ties in sharing knowledge across organization subunits, Administrative Science Quarterly, Vol. 44, No. 1.
• Hendriks P. (1999), Why share knowledge? The influence of ICT on the motivation for knowledge sharing, Knowledge and Process Management, Vol. 6, No. 2.
• Huber G.P. (1991), Organizational learning. The contributing processes and the literatures, Organization Science, Vol. 2.
• Johnson P., Duberley J. (2000), Understanding Management Research, Sage Publications.
• Johnson-Laird P.N. (1983), Mental Models, Cambridge University Press.
• Kogut B., Zander U. (1996), What firms do? Coordination, identity, and learning, Organization Science, Vol. 7, No. 5.
• Martin J., Feldman M., Hatch M.J., Sitkin S. (1983), The uniqueness paradox in organizational stories, Administrative Science Quarterly, Vol. 28, No. 3.
• McDermott R. (1999), Why information technology inspired but cannot deliver knowledge management, California Management Review, Vol. 41, No. 4.
• Merali Y. (2001), Building and developing capabilities. A cognitive congruence framework, [in:] Sanchez R. (ed.), Knowledge Management and Organizational Competence, Oxford University Press.
• Morawski M. (2009), Zarządzanie profesjonalistami, Polskie Wydawnictwo Ekonomiczne.
• Nonaka I. (1994), A dynamic theory of organizational knowledge creation, Organization Science, Vol. 5.
• Nonaka I., Takeuchi H. (1995), The Knowledge-Creating Company, Oxford University Press.
• Orlikowski W.J. (2002), Knowing in practice. Enacting a collective capability in distributed organizing, Organization Science, Vol. 13, No. 3.
• Pfeffer J., Veiga J. E (1999), Putting people first for organizational success, Academy of Management Executive, Vol. 13, No. 2.
• Plaskoff J. (2003), Intersubjectivity and community building. Learning to learn organizationally, [in:] M. Easterby-Smith, M.A. Lyles (eds.), Handbook of Organizational Learning and Knowledge Management, Blackwell.
• Polanyi M. (1962), Personal Knowledge. Towards a Post-Critical Philosophy, Routledge & Kegan Paul.
• Polanyi M. (1967), The Tacit Dimension, Routledge & Kegan Paul.
• Quinn J.B., Anderson P., Finkelstein S. (1996), Managing professional intellect. Making the most of the best, Harvard Business Review, Vol. 74.
• Reed S.K. (1998), Cognition. Theory and Applications, Brooks Cole.
• Sanchez R. (2001), Managing knowledge into competence. The five learning cycles of the competent organization, [in:] R. Sanchez (ed.), Knowledge Management and Organizational Competence, Oxford University Press.
• Schultze U. (2000), A confessional account of an ethnography about knowledge work, MIS Quarterly, Vol. 24, No. 1.
• Schultze U., Stabell C. (2004), Knowing what you don't know? Discourses and contradictions in knowledge management research, Journal of Management Studies, Vol. 41, No. 4.
• Snowden D. (1999), A framework for creating a sustainable knowledge management program, [in:] J.W. Cortada, J.A. Woods (eds.), The Knowledge Management Yearbook 1999-2000, Butterworth/ Heinemann.
• Stańczyk-Hugiet E. (2007), Strategiczny kontekst zarządzania wiedzą, Wydawnictwo Akademii Ekonomicznej we Wrocławiu.
• Stein J., Ridderstrale J. (2001), Managing the dissemination of competences, [in:] R. Sanchez (ed.), Knowledge Management and Organizational Competence, Oxford University Press.
• Styhre A. (2004), Rethinking knowledge. A Bergsonian critique of the notion of tacit knowledge, British Journal of Management, Vol. 15, No. 2.
• Swap W., Leonard D., Shields M., Abrams L. (2001), Using mentoring and storytelling to transfer knowledge in the workplace, Journal of Management Information Systems, Vol. 18, No. 1.
• Szulanski G. (1996), Exploring internal stickiness. Impediments to the transfer of best practice within the firm, Strategic Management Journal, Winter Special Issue 17.
• Szulanski G., Cappetta R., Jensen R.J. (2004), When and how trustworthiness matters. Knowledge transfer and the moderating effect of causal ambiguity, Organization Science, Vol. 15, No. 5.
• Tsoukas H. (1991), The missing link. A transformational view of metaphors in organizational science, Academy of Management Review, Vol. 16, No. 3.
• Tsoukas H. (1996), The firm as a distributed knowledge system. A constructionist approach, Strategic Management Journal, Winter Special Issue 17.
• Tsoukas H., Vladimirou E. (2001), What is organizational knowledge?, Journal of Management Studies, Vol. 38, No. 7.
• Vera D., Crossan M. (2003), Organizational learning and knowledge management. Toward an integrative framework, [in:] M. Easterby-Smith, M.A. Lyles (eds.), Handbook of Organizational Learning and Knowledge Management, Blackwell.
• Walsh J.P. (1988), Selectivity and selective perception. An investigation of managers' belief structures and information processing, Academy of Management Journal, Vol. 31.
• Webb S.P. (1998), Knowledge Management. Linchpin of Change, Aslib Know How Series.
• Weick K. (1979), The Social Psychology of Organizing, Addison-Wesley.
• Weiss J.W. (1996), Organizational Behavior & Change, West Publishing.
• Wenger E. (1998), Communities of Practice. Learning, Meaning, and Identity, Cambridge University Press.
• Winter S.G. (1987), Knowledge and competence as strategic assets, [in:] D.J. Teece (ed.), The Competitive Challenge. Strategy for Industrial Innovation and Renewal, Harper & Row, pp.159-184.