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The Knowing OrganizationHow Organizations Use Information to Construct Meaning, Create Knowledge, and Make Decisions$
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Chun Wei Choo

Print publication date: 2005

Print ISBN-13: 9780195176780

Published to Oxford Scholarship Online: September 2007

DOI: 10.1093/acprof:oso/9780195176780.001.0001

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THE MANAGEMENT OF LEARNING: ORGANIZATIONS AS KNOWLEDGE-CREATING ENTERPRISES

THE MANAGEMENT OF LEARNING: ORGANIZATIONS AS KNOWLEDGE-CREATING ENTERPRISES

Chapter:
(p.127) CHAPTER 4 THE MANAGEMENT OF LEARNING: ORGANIZATIONS AS KNOWLEDGE-CREATING ENTERPRISES
Source:
The Knowing Organization
Author(s):

Chun Wei Choo (Contributor Webpage)

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195176780.003.0004

An organization possesses three kinds of knowledge: tacit or personal knowledge; explicit or codified knowledge, and cultural knowledge in its beliefs and norms. An organization can create new knowledge by (1) converting between tacit and explicit knowledge; (2) extending core capabilities; and (3) transferring knowledge across different parts of the organization. Knowledge sharing depends on social networks that are built on norms of trust, reciprocity, and cooperation. This chapter looks at a number of cases that exemplify these concepts, including the community of practice in the Xerox Eureka project, and knowledge transfer at GM-Toyota NUMMI.

Keywords:   tacit knowledge, explicit knowledge, cultural knowledge, knowledge creation, knowledge sharing, community of practice, Xerox Eureka project, GM-Toyota NUMMI

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