Journal of Knowledge Management: Volume 5 Issue 2

Understanding context: its emergence, transformation and role in tacit knowledge sharing

Mie Augier, Syed Z. Shariq, Morten Thanning Vendelø

Organizations, especially those adapting to rapidly changing environments, face the challenge of being able to solve complex problems within highly constrained timeframes. Complex…

Self‐transcending knowledge: sensing and organizing around emerging opportunities

Claus Otto Scharmer

The paper introduces the concept of not‐yet‐embodied or self‐transcending knowledge. The concept of self‐transcending knowledge proposes a distinction between two types of tacit…

Information, knowledge, and networked minds

Christopher Lueg

Knowledge is often seen as information with specific properties; information is viewed as a kind of preliminary stage to knowledge. Given this apparent relationship of information…

Narrative and social tacit knowledge

Charlotte Linde

This paper discusses the role of narrative in the expression and transmission of social knowledge as a specific type of tacit knowledge. Narrative is a central mechanism by which…

Active learning and development assistance

David Ellerman, Stephen Denning, Nagy Hanna

Examines assistance to economic and social development as a problem in knowledge management (KM) and focuses on how the World Bank promotes developmental learning in developing…

Transparency regimes and management by content in global organizations. The case of institutional currency trading

Karin Knorr Cetina, Urs Bruegger

Argues that informational arrangement may make an organization less of a cumbersome machine by exteriorizing organizational processes on screen, making them transparent…

Knowledge codifiability, resources, and science‐based innovation

Laura B. Cardinal, Todd M. Alessandri, Scott F. Turner

Industry descriptions often depict science‐driven industries as a single industry class, dominated by explicit knowledge in the form of patents, blueprints, diagrams, etc. This…