Tacit Knowledge in Organizational Learning

Front Cover
Busch, Peter
Idea Group Inc (IGI), Jan 31, 2008 - Business & Economics - 482 pages

Understanding the complexity of tactic knowledge has become increasingly important to the enhancement of organizational flow. Tacit Knowledge in Organizational Learning aims to advocate the need for human factor consideration from a (tactic) knowledge capital point of view.

Tacit Knowledge in Organizational Learning offers academians and practitioners an illustration of the importance of tacit knowledge to an organization, presenting a means to measure and track tacit knowledge in individuals and recommendations on firm attributes and their ideal utilization of the tacit knowledge resource.


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Section I
Knowledge Management
Tacit Knowledge Defined
Section II
Large Company X
Small Company Y
Medium Company Z
Section V
Conclusion and Recommendations
Prior Definitions of Tacit Knowledge
Tacit Knowledge Maps Created Through a Qualitative Analysis of Tacit Knowledge Definitions

Testing for Tacit Knowledge
Knowledge Flows
Social Network Analysis
Section III
Methodology ab
Section IV
Results with Formal Concept Analysis
The Structure Charts for Organisation X
Social Network Analysis Sociograms on Overhead Transparencies
Extra Social Network Analysis Supporting Data
The Questionnaire Used in the Research
Glossary of Common Terms Used in this Book
About the Author

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About the author (2008)

Peter Busch is a lecturer in the Department of Computing at Macquarie University. His background is somewhat more diverse than this discipline, with an interest in human settlement patterns and faraway places; he studied both geography and German as an undergraduate at the University of Adelaide. Having always been keen on books and libraries more specifically, he obtained a position in the library at Adelaide University. His library experience led him to want to undertake a master s degree in librarianship at Monash University (Melbourne). Realising the future lay very much in IT whilst having an interest in experiencing Tasmania, encouraged him to complete further studies in computing at the University of Tasmania. A few years were then spent as an associate lecturer in the Department of Computer Science and thereafter the School of Information Systems at that university. With an interest in an academic career he completed his PhD under the supervision of the late C.N.G. Kit Dampney at Macquarie University (Sydney), examining the knowledge management implications of tacit knowledge diffusion. His current research focuses on knowledge management, organisational learning, and human capital. As with almost all academics, he teaches as well, having a strong interest in databases, information modelling, management of IT and enterprise integration. [Editor]

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