Page 62 - ภาษาอังกฤษสำหรับเจ้าหน้าที่สำนักงาน

14-52 ภาษาอ​ ังกฤษส​ ำ�หรับเจ้าหน้าที่สำ�นักงาน

Explicit knowledge

This type of knowledge is formalized and codified, and is sometimes
referred to as know-what (Brown & Duguid, 1998). It is therefore fairly
easy to identify, store, and retrieve (Wellman, 2009). This is the type of
knowledge most easily handled by KMS, which are very effective at fa-
cilitating the storage, retrieval, and modification of documents and texts.
From a managerial perspective, the greatest challenge with explicit knowl-
edge is similar to information. It involves ensuring that people have access
to what they need; that important knowledge is stored; and that the
knowledge is reviewed, updated, or discarded.4 4. ท้ิงหรือเลิก
Many theoreticians regard explicit knowledge as being less important
(e.g. Brown & Duguid 1991, Cook & Brown 1999, Bukowitz & Williams
1999, etc.). It is considered simpler in nature and cannot contain the rich
experience based know-how that can generate lasting competitive advantage.
Although this is changing to some limited degree, KM initiatives driven
by technology have often had the flaw of focusing almost exclusively on
this type of knowledge. As discussed previously, in fields such as IT there
is often a lack of a more sophisticated definition. This has therefore cre-
ated many products labeled as KM systems, which in actual fact are/were
nothing more than information and explicit knowledge management
software.
Explicit knowledge is found in: databases, memos, notes, documents, etc.
(Botha et al., 2008)

Tacit Knowledge (Embodied Knowledge)

This type of knowledge was originally defined by Polany in 1966. It is
sometimes referred to as know-how (Brown & Duguid, 1998) and
refers to intuitive,5 hard to define knowledge that is largely experience 5. เกิดขึ้นเองโดย
based. Because of this, tacit knowledge is often context dependent and สัญชาตญาณ
personal in nature. It is hard to communicate and deeply rooted in action,
commitment, and involvement (Nonaka, 1994).

Tacit knowledge is also regarded as being the most valuable source of
knowledge, and the most likely to lead to breakthroughs in the organization
(Wellman, 2009). Gamble & Blackwell (2001) link the lack of focus on
tacit knowledge directly to the reduced capability for innovation and
sustained competitiveness.