Bitte verwenden Sie diesen Link, um diese Publikation zu zitieren, oder auf sie als Internetquelle zu verweisen: https://hdl.handle.net/10419/50662 
Erscheinungsjahr: 
2009
Schriftenreihe/Nr.: 
Manchester Business School Working Paper No. 577
Verlag: 
The University of Manchester, Manchester Business School, Manchester
Zusammenfassung: 
This paper argues for a radical new understanding of the topic generally referred to as Tacit Knowledge. On the basis of a new appraisal of the work of Michael Polanyi, we argue that mapping, assessing, fostering, developing, and improving the tacit component in all use of skill and knowledge is more important for management than converting 'tacit knowledge' into anything else. We also argue that attention to the tacit component is especially relevant to the diffusion of skills and knowledge related to new technologies, products, and processes. Finally we also argue that it should not be taken for granted that the tacit component actually existing in any activity is optimal. We suggest that the individual competency is the only level on which the presence or lack of the necessary tacit component can be mapped.
Schlagwörter: 
Helmholtz
Polanyi
Reber
Nonaka
gestalt
tacit knowledge
tacit component
implicit learning
heuristic
routine
competency
Dokumentart: 
Working Paper

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