Case Study on Tacit Knowledge Management Systems within X Company
Affiliation(s)
School of Business Administration, South China University of Technology, Guangzhou, China.
School of Business Administration, South China University of Technology, Guangzhou, China.
ABSTRACT
Case study on tacit knowledge management system within X company
includes the design of tacit knowledge management system (the recognition and acquisition
of tacit knowledge), mechanisms (the factor analysis for the transition and
sharing of tacit knowledge) and implementation (the sharing enterprise culture
build, the effective incentive mechanism construct and the organization
structure design). The evaluation system is established based on critical success
factors (the recognition capability, the sharing standard, the sharing
mechanism of tacit knowledge). The purpose of study is to improve tacit
knowledge management system within enterprise.
Cite this paper
J. Wan, M. Zeng and Y. Zhu, "Case Study on Tacit Knowledge Management Systems within X Company," Technology and Investment, Vol. 4 No. 2, 2013, pp. 92-100. doi: 10.4236/ti.2013.42011.
J. Wan, M. Zeng and Y. Zhu, "Case Study on Tacit Knowledge Management Systems within X Company," Technology and Investment, Vol. 4 No. 2, 2013, pp. 92-100. doi: 10.4236/ti.2013.42011.
References
[1] M. Polanyi, “Personal Knowledge,” University of Chicago Press, Chicago, 1958. [2] V. Allee, “The Knowledge Evolution: Expanding Organizational Intelligence,” Butterworth Heinemann, Boston, 1997. [3] I. Nonaka, “The Knowledge Creating Company,” Harvard Business Review, Vol. 69, No. 6, 1991, pp. 96-104. [4] I. Nonaka and G. V. Krogh, “Perspective—Tacit Knowl edge and Knowledge Conversion: Controversy and Advancement in Organizational Knowledge Creation Theory,” Organization Science, Vol. 20, No. 3, 2009, pp. 635-652. doi:10.1287/orsc.1080.0412 [5] J. P. Wan, Q. J. Liu, D. J. Li and H. B. Xu, “Research on Knowledge Transfer Influencing Factors in Software Process Improvement,” Journal of Software Engineering and Applications, Vol. 3, No. 2, 2010, pp. 134-140. doi:10.4236/jsea.2010.32017 [6] J. P. Wan, H. Zhang, D. Wan and D. Y. Huang, “Research on Knowledge Creation in Software Requirement Development,” Journal of Software Engineering and Applications, Vol. 3, No. 5, pp. 487-494. [7] J. P. Wan and R. Wang, “The Exploratory Analysis on Knowledge Creation Effective Factors in Software Requirement Development,” Journal of Software Engineering and Applications, Vol. 3, No. 6, 2010, pp. 580-587. doi:10.4236/jsea.2010.36067 [8] J. P. Wan, D. Wan, W. P. Luo and X. Y. Wan, “Research on Explicit and Tacit Knowledge Interaction in Software Process Improvement Project,” Journal of Software Engineering and Applications, Vol. 4, No. 6, 2011, pp. 335-344. doi:10.4236/jsea.2011.46038 [9] G. Anand, P. T. Ward and M. V. Tatikonda, “Role of Explicit and Tacit Knowledge in Six Sigma Projects: An Empirical Examination of Differential Project Success,” Journal of Operations Management, Vol. 28, No. 4, 2010, pp. 303-315. doi:10.1016/j.jom.2009.10.003
[1] M. Polanyi, “Personal Knowledge,” University of Chicago Press, Chicago, 1958. [2] V. Allee, “The Knowledge Evolution: Expanding Organizational Intelligence,” Butterworth Heinemann, Boston, 1997. [3] I. Nonaka, “The Knowledge Creating Company,” Harvard Business Review, Vol. 69, No. 6, 1991, pp. 96-104. [4] I. Nonaka and G. V. Krogh, “Perspective—Tacit Knowl edge and Knowledge Conversion: Controversy and Advancement in Organizational Knowledge Creation Theory,” Organization Science, Vol. 20, No. 3, 2009, pp. 635-652. doi:10.1287/orsc.1080.0412 [5] J. P. Wan, Q. J. Liu, D. J. Li and H. B. Xu, “Research on Knowledge Transfer Influencing Factors in Software Process Improvement,” Journal of Software Engineering and Applications, Vol. 3, No. 2, 2010, pp. 134-140. doi:10.4236/jsea.2010.32017 [6] J. P. Wan, H. Zhang, D. Wan and D. Y. Huang, “Research on Knowledge Creation in Software Requirement Development,” Journal of Software Engineering and Applications, Vol. 3, No. 5, pp. 487-494. [7] J. P. Wan and R. Wang, “The Exploratory Analysis on Knowledge Creation Effective Factors in Software Requirement Development,” Journal of Software Engineering and Applications, Vol. 3, No. 6, 2010, pp. 580-587. doi:10.4236/jsea.2010.36067 [8] J. P. Wan, D. Wan, W. P. Luo and X. Y. Wan, “Research on Explicit and Tacit Knowledge Interaction in Software Process Improvement Project,” Journal of Software Engineering and Applications, Vol. 4, No. 6, 2011, pp. 335-344. doi:10.4236/jsea.2011.46038 [9] G. Anand, P. T. Ward and M. V. Tatikonda, “Role of Explicit and Tacit Knowledge in Six Sigma Projects: An Empirical Examination of Differential Project Success,” Journal of Operations Management, Vol. 28, No. 4, 2010, pp. 303-315. doi:10.1016/j.jom.2009.10.003