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Office Automation 14-53

KMS have a very hard time handling this type of knowledge. An IT system
relies on codification, which is something that is difficult/impossible for the
tacit knowledge holder.

Using a reference by Polanyi (1966), imagine trying to write an article that
would accurately convey how one reads facial expressions. It should be quite
apparent6 that it would be near impossible to convey our intuitive understand- 6. ชัดเจน
ing gathered from years of experience and practice. Virtually all practitioners
rely on this type of knowledge. An IT specialist for example will troubleshoot
a problem based on his experience and intuition. It would be very difficult for
him to codify his knowledge into document that could convey his know-how
to a beginner. This is one reason why experience in a particular field is so
highly regarded in the job market.

The exact extent to which IT systems can aid in the transfer and
enhancement of tacit knowledge is a rather complicated7 discussion. For now, 7. ซับซ้อน
suffice it to say that successful KM initiatives must place a very strong em-
phasis on the tacit dimension, focusing primarily on the people involved, and
they must understand the limitations imposed8 by computerized systems. 8. ก�ำหนดให้มี

Tacit knowledge is found in the minds of human stakeholders. It includes
cultural beliefs, values, attitudes, mental models, etc. as wellas skills,
capabilities and expertise (Botha et al., 2008). Here, I will generally limit tacit
knowledge to knowledge embodied in people, and refer separately to
embedded knowledge (as defined below), whenever making this distinction
is relevant.

Embedded knowledge

Embedded knowledge refers to the knowledge that is locked in processes,
products, culture, routines, artifacts, or structures (Horvath 2000, Gamble
& Blackwell 2001). Knowledge is embedded either formally, such as through
a management initiative to formalize a certain beneficial routine, or infor-
mally as the organization uses and applies the other two knowledge types.

Knowledge is embedded either formally, such as through a management
initiative to formalize a certain beneficial routine, or informally as the
organization uses and applies the other two knowledge types.