Formalisation versus tacitness: keys for creating and sharing knowledge in innovative large organisations

Abstract

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 "whoknows-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.

Interdisciplinary Relationships, Influence, and Aspirations for Smart Heritage in Local Government

“…Clark et al and Swan et al find that sharing knowledge is a learning and reflection process that provides opportunities for disciplines to reassess their stance [25,26]. Sousa and Gonzalez-Loureiro term this "knowledge in action" [27]. Sousa and Gonzalez-Loureiro, referring to Nonaka and Takeuchi [28], detail the knowledge sharing process as four modes; these are socialisation, externalisation, combination, and internalisation.…”

Strategies to Implement Knowledge Management Systems

“…Sousa and González-Loureiro (2015) noted that the high levels of creativity and innovation at organizational levels were associated with the need of managers and employees to participate and share knowledge. Sousa and González-Loureiro (2015) indicated that knowledge sharing and reuse were difficult for managers due to the availability and use of different mechanisms (such as documents, databases, intranets, KMS, communities of practices, and groupware).…”