Dimension
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Technical |
ANA, INS, INT, IBE, TTI |
ANA, IBE, INT, IEC, TTI, KHW, HUN, MYT, TTT |
ANA, IBE, INT, IEC, TTI, KHW, HUN, MYT, TTT, HMA |
Cognitive |
AUT, BLF, PER, IDE, VAL, EMO, MOM, SEN, PRE, MOT, SOH, TIM |
AUT, BLF, PER, IDE, VAL, EMO, MOM, SEN, PRE, STO, MOM, MOT, SOH, AOC |
BLF, PER, IDE, VAL, EMO, MOM, SEN, PRE, MOT, SOH |
AUT, BLF, PER, IDE, VAL, EMO, MOM, SEN, PRE, OMG, MOT, SOE, AOC |
BLF, PER, IDE, VAL, EMO, MOM, SEN, PRE, GEP, STO, MOT, SOH, AMC, AOC, TIM |
Technical-Cognitive a
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DAI, EXP, CPE, MOP, FIN, FEX, SIT |
DAI, EXP, AAP, CPE, MOP, FIN, FEX, TSI, SIT, JUU, HDC |
DAI, EXP, AAP, CPE, MOP, FIN, FEX, TSI, SIT, JUU, HDC, CMT |
DAI, EXP, ADR, AAP, CPE, MOP, FIN, FEX, TSI, SIT, JUU, HDC |
Expressions and flows of tacit knowledge |
Concepts or considerations |
Learning-by-doing (AAP) |
Type of tacit knowledge which is based on experience and corporal action, and maybe only acquired from practical experience in a relevant context (Lam, 1998Lam, A. (1998). Tacit knowledge, organizational learning, and innovation: A societal perspective. DRUID Working Paper, DRUID Working Paper. n. 98–22.) |
Analogies/metaphors (ANA) |
When tacit knowledge becomes explicit (Nonaka & Takeuchi, 2008Nonaka, I., & Takeuchi, H. (2008). Teoria da criação do conhecimento organizacional. In H. Takeuchi, & I. Nonaka (Orgs.). Gestão do conhecimento (pp. 54–90), Porto Alegre, Brazil: Bookman.), i.e. when there is a flow of preconscious knowledge level to a level of consciousness, through linguistic representations (Brockmann & Anthony, 2002Brockmann, E. N., & Anthony, W. P. (2002). Tacit knowledge, and strategic decision making. Group and Organization Management, 27, 436–455.) |
Self-motivation, cognitive motivation (AMC) |
Willingness to learn. It involves individual motivation (Insch et al., 2008Insch, G.S., Mcintyre, N., & Dawley, D. (2008). Tacit knowledge: A refinement and empirical test of the academic tacit knowledge scale. The Journal of Psychology, 142, 561–579.; Koskinen, 2003Koskinen, K.U. (2003). Evaluation of tacit knowledge utilization in work units. Journal of Knowledge Management, 7, 67–81.) |
Beliefs (BLF) |
Influenced by life experience and personality factors as well as age and education. The importance of beliefs in thought is given by the fact that it guides or limits conducts, although other factors are also relevant (Pátaro, 2007Pátaro, C.S.D.O. (2007). Thoughts, beliefs and human complexity. Pensamento, crenças e complexidade humana. Ciências and Cognição, 12, 134–149. Retrived from www.cienciasecognicao.org/pdf/v12/m347186.pdf www.cienciasecognicao.org/pdf/v12/m34718...
) |
Emotions (EMO) |
Play a central role in cognition. A characteristic of those who conduct business with better is a greater disposition to reflect critically on their intuitions and feelings during negotiation processes (Fenton-O’Creevy et al., 2011Fenton-O’creevy, M., Soane, E., Nicholson, N., & Willman, P. (2011). Thinking, feeling and deciding: The influence of emotions on the decision making and performance of traders. Journal of Organizational Behavior, 32, 1044–1061.) |
Experience (EXP) |
Historical construction (Khatri & Ng, 2000Khatri, N., & Ng, H.A. (2000). The role of intuition in strategic decision making. Human Relations, 53, 57–86.) of experienced situations, condensing and manifesting through knowledge (Davenport & Prusak, 1998Davenport, T.H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Boston, MA: Harvard University Press.), that allows the representation of the real world (Tsoukas, 2007Tsoukas, H. (2007). Do we really understand tacit knowledge?. In M. Easterby-Smith, & M.A. Lyles (Orgs.). Handbook of organizational learning and knowledge management, MA: Blackwell Publishing.) and guides, among other sources, the decisions of executives (Dearlove, 1998Dearlove, D. (1998). Key management decisions: Tools and techniques of the executive decision-maker. London, United Kingdom: Pitman.) |
External factors (FEX) |
Factors that interfere with tacit knowledge performance, little controllable by the individual, as situational systems (leadership, organizational culture, external environment) (Koskinen, 2003Koskinen, K.U. (2003). Evaluation of tacit knowledge utilization in work units. Journal of Knowledge Management, 7, 67–81.) |
Internal factors (FIN) |
Factors, largely under the control of the individual, that interfere with the performance of tacit knowledge, like memory, communication and motivational systems (commitment and trust) (Koskinen, 2003Koskinen, K.U. (2003). Evaluation of tacit knowledge utilization in work units. Journal of Knowledge Management, 7, 67–81.) |
Managing your tasks (MYT) |
Deals with how well specific tasks are defined. Examples include the perception of problems that require solutions (Wagner, 1987Wagner, R.K. (1987). Tacit knowledge in everyday intelligence behavior. Journal of Personality and Social Psychology, 52, 1236–1247.; Wagner & Sternberg, 1987Wagner, R.K., & Sternberg, R.J. (1987). Tacit knowledge in managerial success. Journal of Business and Psychology, 1, 301–312.) or punctuate the resolution of problems and methods |
Decision heuristics (HDC) |
Set of empirical rules for finding solutions or answers to problems– which, on the one hand, helps to make countless daily decisions, on the other hand, ends up generating decision-making biases (Kahneman & Tversky, 2002Kahneman, D., & Tversky, A. (2002). Extensional versus intuitive reasoning: The conjunction fallacy in probability judgment. In T. Gilovich, D. Griffin, & D. Kahneman, (Orgs.). Heuristics and biases: The psychology of intuitive judgment, New York, NY: Cambridge University Press.; Tversky & Kahneman, 1974Tversky, A., & Kahneman, D. (1974). Judgment under uncertainty: Heuristics and biases. Science, 185, 1124–1131.) |
Tacit skills relying on the perceptions of sensorial organs or manual ability (HMA) |
Obtained exclusively through experience, almost like an expert, which does not require any formal education and can be expressed by the ability to evaluate physical phenomena from sensorial perceptions and manual dexterity (Balconi, 2007Balconi, M. (2007). Codification of technological knowledge, firm boundaries, and “cognitive” barriers to entry. Unpublished manuscript, Università di Pavia, Pavia, Italy.) |
Insights (INS) |
Highly subjective and personal (Takeuchi & Nonaka, 2008Takeuchi, H., & Nonaka, I. (2008). Criação e dialética do conhecimento. In H. Takeuchi, & I. Nonaka (Orgs.). Gestão do conhecimento, Porto Alegre: Bookman.), a kind of abrupt and intense intuition |
Inspirations derived from bodily experience (IBE) |
Types of difficult to detect informal skills related to body intelligence derived from experience (Takeuchi & Nonaka, 2008Takeuchi, H., & Nonaka, I. (2008). Criação e dialética do conhecimento. In H. Takeuchi, & I. Nonaka (Orgs.). Gestão do conhecimento, Porto Alegre: Bookman.) |
Task-related social interaction, discussions with confidants (TSI) |
Factors that promote tacit knowledge through participation in decision-making groups that contribute to the decision process (Bateman & Snell, 1998Bateman, T. S., & Snell, S. A. (1998). Administração: Construindo vantagem competitive. São Paulo, Brazil: Atlas.); of interactions related to social activities (Brockmann & Anthony, 2002Brockmann, E. N., & Anthony, W. P. (2002). Tacit knowledge, and strategic decision making. Group and Organization Management, 27, 436–455.) |
Intuitions (INT) |
The unconscious process, involving holistic association, which is produced quickly and results in judgments impregnated with affection (Dane & Pratt, 2007Dane, E., & Pratt, M. G. (2007). Exploring intuition and its role in managerial decision making. Academy of Management Review, 32, 33–54.). Intuition comes from thoughts, deductions, and choices built through subconscious mental processes, based on deep understanding of a given situation, whose building has been developed through past experiences (Dearlove, 1998Dearlove, D. (1998). Key management decisions: Tools and techniques of the executive decision-maker. London, United Kingdom: Pitman.; Khatri & Ng, 2000Khatri, N., & Ng, H.A. (2000). The role of intuition in strategic decision making. Human Relations, 53, 57–86.) |
Know-how (KHW) |
One of the broadest potential sources of value in knowledge (Navy-USA, 2011NAVY-USA. (2011). Metrics guide for knowledge management initiatives. Working paper, The Department of Navy - Chief Information Officer, Washington, DC.), being informal and difficult to detect (Takeuchi & Nonaka, 2008Takeuchi, H., & Nonaka, I. (2008). Criação e dialética do conhecimento. In H. Takeuchi, & I. Nonaka (Orgs.). Gestão do conhecimento, Porto Alegre: Bookman.) built by experience and applied to specific issues |
Mental models, mental images (MOM) |
Mind maps used to represent structures and cognitive processes that help us understand decisions and actions. The mental images represent a cognitive process of visualizing events, scenes, and pictures in the mind of the individual (Brockmann & Anthony, 2002Brockmann, E. N., & Anthony, W. P. (2002). Tacit knowledge, and strategic decision making. Group and Organization Management, 27, 436–455.) and provide motivation to reach daily goals (Burke, Shanahan & Herlambang, 2014Burke, A., Shanahan, C., & Herlambang, E. (2014). An exploratory study comparing goal-oriented mental imagery with daily to-do lists: Supporting college student success. Current Psychology, 33, 20–34.) |
Perceptions (PER) |
Type of cognitive flow (Takeuchi & Nonaka, 2008Takeuchi, H., & Nonaka, I. (2008). Criação e dialética do conhecimento. In H. Takeuchi, & I. Nonaka (Orgs.). Gestão do conhecimento, Porto Alegre: Bookman.) characterized by an impression on a person caused by stimuli or information, to deal with certain problems (Wagner et al., 1987) |
Sensibility (SEN) |
Kind of perception, impregnated with consistency (Polanyi, 1966Polanyi, M. (1966). The tacit dimension, Chicago, IL: University of Chicago Press.), on which people base their decisions (Dearlove, 1998Dearlove, D. (1998). Key management decisions: Tools and techniques of the executive decision-maker. London, United Kingdom: Pitman.) |
The sense of humor (SOH) |
The personal characteristic that influences personal competence, including the use of tacit knowledge (Koskinen, 2003Koskinen, K.U. (2003). Evaluation of tacit knowledge utilization in work units. Journal of Knowledge Management, 7, 67–81.) |
Stress tolerance (STO) |
One of the personal characteristics related to personal competence, including the use of tacit knowledge (Koskinen, 2003Koskinen, K.U. (2003). Evaluation of tacit knowledge utilization in work units. Journal of Knowledge Management, 7, 67–81.) |
Technical task-individual (TTI) |
Management of own tasks, such as regular discipline and the pursuit of knowledge with confidants (Brockmann & Anthony, 2002Brockmann, E. N., & Anthony, W. P. (2002). Tacit knowledge, and strategic decision making. Group and Organization Management, 27, 436–455.) that contributes to the development of tacit knowledge (Insch et al., 2008Insch, G.S., Mcintyre, N., & Dawley, D. (2008). Tacit knowledge: A refinement and empirical test of the academic tacit knowledge scale. The Journal of Psychology, 142, 561–579.). Individual time management represents an important tool for the manager and those who take decisions (Tanaka & Tamaki, 2012Tanaka, O.Y., & Tamaki, E.M. (2012). The role of the assessment for decision making in the management of health services. O papel da avaliação Para a tomada de decisão na gestão de serviços de saúde. Ciencia and Saude Coletiva, 17, 821–828.) |
Values (VAL) |
Similar to beliefs, values influence people’s thoughts and actions (Schwartz, 1992Schwartz, S.H. (1992). Universals in the content and structure of values: Theoretical advances and empirical tests in 20 countries. Advances in Experimental Social Psychology, 25, 1–65. https://doi.org/10.1016/S0065-2601(08)60281-6 https://doi.org/10.1016/S0065-2601(08)60...
). They are concepts or categories of desirable states of existence that transcend specific situations and may take different degrees of importance, representing cognitively human needs |