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14-54 ภาษา​อังกฤษ​สำ�หรับเจ้าหน้าที่สำ�นักงาน

The challenges in managing embedded knowledge vary considerably and
will often differ from embodied tacit knowledge. Culture and routines can
be both difficult to understand and hard to change. Formalized routines on
the other hand may be easier to implement and management can actively
try to embed the fruits of lessons learned directly into procedures, routines,
and products.

IT’s role in this context is somewhat limited but it does have some useful

applications. Broadly speaking, IT can be used to help map organizational
knowledge areas; as a tool in reverse9 engineering of products 9. ตรงก​ ันข​ ้าม​

(thus trying to uncover hidden embedded knowledge); or as a supporting หรือย​ ้อนก​ ลับ

mechanism for processes and cultures. However, it has also been argued

that IT can have a disruptive influence on culture and processes, particu-
larly if implemented10 improperly.
10. ด�ำเนิน​การ

Due to the difficulty in effectively managing embedded knowledge, firms
that succeed may enjoy a significant competitive advantage.

Embedded knowledge is found in: rules, processes, manuals, organiza-
tional culture, codes of conduct, ethics, products, etc. It is important to
note, that while embedded knowledge can exist in explicit sources (i.e. a
rule can be written in a manual), the knowledge itself is not explicit,11 i.e. 11 แสดงออก​มา​
it is not immediately apparent why doing something this way is beneficial โดยช​ ัดเจน
to the organization.

Adapted from: ent-tools.net/document-management-systems.html. Retrieved on 15 February 2013.

Activity 31
Answer the following questions.

1. How many types of knowledge? What are they?

2. Who introduced and developed the concept of KM?