<p>Tacit knowledge refers to the knowledge that is located inside individuals; it is not expressed or written like explicit knowledge. Inherently, tacit knowledge is often limited solely to one person and consequently individually based. Project based companies need to acknowledge the importance of transforming tacit knowledge into explicit in order to preserve the knowledge inside the organisation. If the knowledge is not transformed, there is a great risk of losing the knowledge when a key individual leaves the organization.</p><p>One way of transforming the tacit knowledge is through Nonaka’s and Takeuchi’s knowledge spiral. But the knowledge spiral ignores some wider issues that should be included in order to achieve a transformation. This thesis shows that the knowledge spiral is a good base but the organisation has to provide a supporting context and an open culture to create an environment where a transformation can be accomplished. This thesis stresses that a transformation is not always the ultimate choice since it is not, at all times, possible. In some cases, distribution of tacit knowledge throughout the organisation is a better alternative to preserve the knowledge. A distribution can, for instance, be done through learning by doing. The thesis demonstrates that an organisation has to choose either a transformation or a distribution. The choice depends on which alternative that brings the most improvements, advantages and effectiveness for the organisation. The situation will then, as a consequence, decide whether the knowledge is to be transformed or not.</p>
| Identifer | oai:union.ndltd.org:UPSALLA/oai:DiVA.org:hik-79 |
| Date | January 2008 |
| Creators | Andréasson, Josefin, Hellström, Sofie |
| Publisher | University of Kalmar, Baltic Business School, University of Kalmar, Baltic Business School, Handelshögskolan BBS |
| Source Sets | DiVA Archive at Upsalla University |
| Language | Swedish |
| Detected Language | English |
| Type | Student thesis, text |
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