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Abstract(s)
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.
Description
Keywords
Formalisation tacitness communities of practice knowledge sharing knowledge creation action research innovation process case study
Citation
Publisher
INDEPENDENT JOURNAL OF MANAGEMENT & PRODUCTION