The role of tacit and explicit knowledge in the workplace

By Elizabeth A. Smith. Journal of Knowledge Management, 2001

1,096 citations recorded by the source corpus.

Subfields: Human Factors and Ergonomics, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/bf0ac74ac7d670568010c170ed1ffa4213efb80c

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In Human Factors and Ergonomics

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Trust and tacit knowledge sharing and use (2010, background): “…persuasions, care-why Scott (2000) Transferred through face-to-face interaction, observation, imitation, practice, shared-experiences based on trust Smith (2001) Academic, know-what, print or electronic media, manuals, mathematical expressions, copyrights, patents Practical, action-oriented,…”
A conceptual model of knowledge sharing (2018, background): “According to Smith (2001), 90 per cent of the knowledge in firm is embedded and synthesized in people’s heads which is inseparable.”
Knowledge management in a public organization: a study on the relationship between organizational elements and the performance of knowledge transfer (2004, background): “Rubenstein-Montano et al. (2001a, p. 13) and Smith (2001, p. 313) argue that people possess different types of tacit and explicit knowledgè`there should be a distinction between tacit and explicit knowledge'' as``each needs to be handled appropriately'' (Rubenstein-Montano et al., 2001a, p. 13).”
The dynamics of proactivity at work (2008, background): “As such, much of the knowledge about how to carry out these behaviors is likely to be tacit (e.g., Berman, Down, & Hill, 2002; Gerwin & Ferris, 2004; Smith, 2001; Sternberg & Horvath, 1999; Wagner & Sternberg, 1985), picked up through observation and experience but never explicitly communicated.”
Identifying 21st Century STEM Competencies Using Workplace Data (2015, background): “ and prioritize important work. In addition to timing and budget, knowledge must also be managed. In a knowledge-based economy, the ability to acquire and manage knowledge is the hallmark of success (Smith 2001). Individuals without adequate knowledge, education, and training, struggle to keep up. A”
Understanding and Measuring Autonomy: An Entrepreneurial Orientation Perspective (2009, positive): “The level of autonomy a team possesses has been positively related to effective knowledge management, such that higher levels of autonomy facilitate knowledge creation, transfer, and application (Janz & Prasarnphanich, 2005; Smith, 2001).”
Role of leadership in knowledge management: a study (2008, background): “Stewart (1997) also asserts that even companies with promising cultures and highly effective incentive programs will not succeed without having dedicated and responsible managers.”
The Internet of Things: Building a knowledge management system for open innovation and knowledge management capacity (2017, background): “Converting general knowledge into specific knowledge is essential in achieving this (Smith, 2001).”