Tacit Knowledge: Some Suggestions for Operationalization

By Véronique Ambrosini, Cliff Bowman. 2001

783 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/585a650f936d653dad9db8db478e1caaa760fb06

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In Artificial Intelligence

Citations in the corpus

Organizational forgetting and its causes: an empirical research (2009, methodology): “We included tacitness ( Ambrosini and Bowman, 2001”
Intellectual capital: disentangling an enigmatic concept (2006, background): “The collective know-how is said to reside within the organisational routines or rules (Winter, 1987; Ambrosini and Bowman, 2001).”
Differences in Entrepreneurial Opportunities: The Role of Tacitness and Codification in Opportunity Identification** (2009, background): “In reviewing the literature on tacit knowledge, Ambrosini and Bowman (2001) identified four characteristics of tacit knowledge.”
The development of strategic management in the non‐profit context: Intellectual capital in social service non‐profit organizations (2008, background): “Tacit knowledge has become the central theme in the strategic management literature not only because it is a meaningful resource for organizations, but also is a critical strategic source of sustained competitive advantage, which enhances organizational performance (Ambrosini and Bowman 2001; Conner”
Knowledge sharing, knowledge leaking and relative innovation performance: An empirical study (2015, background): “…because it can be documented, tacit knowledge is impossible or difficult to represent, is sticky and bound to its possessors, which is why it is perceived to be less vulnerable to leakages than explicit knowledge is (Wu and Lin, 2013) and difficult to operationalize (Ambrosini and Bowman, 2001).”
Determinants of cross-national knowledge transfer and its effect on firm innovation (2007, background): “Even in the general arena of strategy research, amidst a score of empirical work, the issue of measuring knowledge and its value for firm performance remains generally evasive and intellectually challenging for strategy researchers (Cohen, 1998; Ambrosini and Bowman, 2001).”
An intellectual capital perspective of human resource strategies and practices (2009, background): “Generally speaking, knowledge acquired through information systems, often referred as codified knowledge, can be articulated and thus is at risk of expropriation, whereas the knowledge residing in Knowledge Management Research & Practice routines, processes and analysis is tacit knowledge, which…”
Perspective - Tacit Knowledge and Knowledge Conversion: Controversy and Advancement in Organizational Knowledge Creation Theory (2009, background): “For example, research can discern statistical relationships between intellectual property (explicit knowledge) and firm performance or reveal the tacit knowledge and creative processes of engineers as they develop new patentable technologies (see also Ambrosini and Bowman 2001, Arnulf 2005).”
Innovation Management Measurement: A Review (2006, neutral): “Ambrosini and Bowman (2001), for example, propose an approach that consists of causal mapping facilitated by story-telling and the use of metaphor.”