Kann man implizites in explizites Wissen konvertieren? Die Wissensspirale auf dem Prüfstand

Georg Schreyögg · Daniel Geiger

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Knowledge Management and Sharing Innovation and Knowledge Management Innovative Education and Learning Practices

Abstract

Nachfolgender Beitrag setzt sich kritisch mit der vielfach geforderten Konvertierung von implizitem in explizites Wissen auseinander. Es wird gezeigt, dass das Konstrukt des „tacit knowing“ für eine solche Konversion strukturell ungeeignet ist.

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2004Firm resources and sustained competitive advantage 1999Communities of practice learning, meaning, and identity 1994A Dynamic Theory of Organizational Knowledge Creation 1993Organizational culture and leadership 1998The Knowledge-Creating Company 1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation 1997The Tacit Dimension 1984Research in Organizational Behavior

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