Mechanisms of tacit knowing: pattern recognition and synthesis

William H.A. Johnson

35 citations0/0 files storedJournal of Knowledge Management

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

Abstract

Purpose The paper sets out to integrate what is known about the concept of tacit knowledge and proposes a pattern recognition and synthesis (PRS) framework as an explanation of how tacit knowledge is created. Design/methodology/approach In this conceptual piece it is argued that knowledge is monistic and that the dichotic distinction between tacit and explicit is an artifact of analytic treatment. The PRS framework models the development of personal knowledge via the process of tacit knowing within the individual, who is within an organizational setting. Findings The PRS model complements extant models of organizational learning by providing possible mechanisms for tacit knowing that have not yet been elucidated. Specifically, as a perception‐based model its main conclusion is that all tacit knowledge must be built up within individuals, which has major implications for the time and energy invested in knowledge creation activities. Research limitations/implications Future research can test the propositions given. Practical implications The conclusions of the paper suggest that tacit knowledge creation depends on practice by the knower. Ironically, this also suggests a method for how tacit knowledge can be developed even in virtual projects that involve information and communications technologies (ICTs) without face‐to‐face interaction. Originality/value The paper argues for a focus in knowledge management on the individual and leads to new insights about how best to manage tacit knowledge creation. Researchers looking at the concept of tacit knowledge and managers who want to understand the limitations and constraints on tacit knowledge development will find the paper's conclusions helpful.

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References

1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 1990Absorptive Capacity: A New Perspective on Learning and Innovation 1991Exploration and Exploitation in Organizational Learning 1991The fifth discipline, the art and practice of the learning organization 1994A Dynamic Theory of Organizational Knowledge Creation 1993Organizational culture and leadership 1996Toward a knowledge‐based theory of the firm

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