Explicit Knowledge: QUES. Explain The Role of Explicit and Tacit Knowledge?

Gitarattan International Business School
BIA
Name- Divya Arya
Enrollment no- 35480003918
Date- 28.03.2020
ASSIGNMENT
QUES. Explain the role of explicit and tacit knowledge?
Knowledge can be defined as individual Understanding of the subject
matter and its concept and how concepts relate to form the larger body of
knowledge . knowledge can be defined as a set of understanding in a
particular domain or field .knowledge is the awareness and understanding
of particular aspects of reality .knowledge is the result of knower’s active
engagement with the object of knowledge.
Explicit Knowledge
Explicit knowledge resides in an organization in terms of reports,
documents, manuals, procedures etc. They are easy to communicate and
share in comparison to tacit knowledge. Explicit knowledge can be stored
in way of data or best practices and can easily be transmitted or shared
using IT tools. Here IT plays an important role to maintain explicit
knowledge. Explicit knowledge alone can't create a learning organization .

Tacit knowledge
Tacit knowledge is relatively hard to code and extract. Tacit knowledge is
probably the most important part of knowledge management and it doesn’t
solely need to be discovered, captured but it has to be, also, disseminated
so that more and more people can benefit from this shared knowledge.
Tacit knowledge can be defined as “work related practical knowledge
learned informally on the job”
Most of the tacit knowledge is acquired from experience, which is able to
help to a better understanding of the present situations. For example, you
buy a cookbook in order to learn to bake bread, the book gives you the
recipes, the ingredients, the techniques .
Personal knowledge -. Tacit knowledge is part of an individual’s
understanding and it is tied to other personal understandings and it can
also be shared with others, which hold similar tacit knowledge. This shared
tacit knowledge is often conceptualized as being organizational knowledge
but in essence it has personal roots.

QUES.Explain in detail about different components of knowledge management?
Components of Knowledge Management
Based on actual experiences of the leading global KM case studies, the
components for KM can be broadly categorized into three classes –
 People
 Processes
 technology
While all three are critical to build a learning organisation and get business
results from KM, a majority of organisations worldwide implementing KM
have found it relatively easier to put technology and processes in place,
whereas the "people" component has posed greater challenges. The
biggest challenge in KM is to ensure participation by the people or
employees in the knowledge sharing, collaboration and re-use to achieve
business results. In many organisations, this requires changing traditional
mindsets and organisational culture from "knowledge-hoarding" (to keep
hidden or private) to "knowledge-sharing" (share among team members)
and creating an atmosphere of trust. This is achieved through a
combination of motivation / recognition and rewards, re-alignment of
performance appraisal systems, and other measurement systems. A key to

success in Knowledge Management is to provide people visibility,
recognition.
The Process component include standard processes for knowledge-
contribution, content management (accepting content, maintaining quality,
keeping content current, deleting or archiving content that is obsolete),
retrieval, membership on communities of practice, implementation-projects
based on knowledge-reuse, methodology and standard formats to
document best-practices and case studies, etc. It is important for processes
to be as clear and simple as possible and wellunderstood by employees
across the organisation. KM technology solutions provide functionality to
support knowledge-sharing, collaboration, workflow, document-
management across the enterprise and beyond into the extended
enterprise. These tools typically provide a secure central space where
employees, customers, partners and suppliers can exchange information,

share knowledge and guide each other and the organisation to better
decisions. The most popular form of KM technology enablement is the
Knowledge-Portal on the Corporate Intranet (and extranets where
customers, partners and/or suppliers are involved). Common technologies
used for knowledge portals include standard Microsoft technologies or
Lotus Notes databases. A company must choose a technology option that
meets its KM objectives and investment plan. While technology is a key
enabler to KM, it is important to ensure that the technology solution does
not take the focus away from business issues and is user-friendly and
simple to use. Many companies have made the mistake of expending.
disproportionately high portion of their KM effort and resources on
technology - at the cost of people-involvement or strategic commitment -
resulting in zero or very limited business results. It is also important to
remember that users of the KM system are subject-matter experts in their
respective areas of specialization and not necessarily IT experts.

QUES .Explain the knowledge management process and asset?
Knowledge Management Asset
Typically, there are six knowledge assets in an organisation (Marr, 2003),
namely:
1) Stakeholder relationships: includes licensing agreements; partnering
agreements, contracts and distribution agreements.
2) Human resources: skills, competence, commitment, motivation and
loyalty of employees.
3) Physical infrastructure: office layout and information and communication
technology such as databases, e-mail and intranets.
4) Culture: organisational values, employee networking and management
philosophy
. 5) Practices and routines:formal or informal process manuals with rules
and procedures and tacit rules, often refers to “the way things are done
around here”.
6) Intellectual Property: patents, copyrights, trademarks, brands, registered
design and trade secrets.

Knowledge management process.
a) Quality process: The corporation adapted international standards such
as COPC and BS ISO/IEC 17799:2000 as quality goals and continuous Six
Sigma process improvement.
b) Strong management team: ICICI has team with a proven track record in
financial services, technology, process and change management;
international and culturally diverse team based in the UK, the US and India;
and independent and experienced board of directors.
c) Proven record of managing relationships: ICICI has successful joint
ventures with leading international financial services companies and
relationships with global financial corporations developed over the last 50
years of its existence.
d) Domain expertise and experience: ICICI has proven expertise in offering
BPO services to leading Fortune 500 and FTSE 100 companies.
IOneSource can leverage the expertise of its parent and group companies.
e) Business continuity: ICICI has multiple centers in multiple cities;
interconnected & redundant telecom network; and verified disaster
recovery plans and processes.

Knowledge management processes maximize the value of knowledge
assets through collaboration, discussions, and knowledge sharing. It also
gives value to people’s contribution through awards and recognitions.
Process includes generation, codification (making tacit knowledge explicit
in the form of databases, rules and procedures), application, storing,
mapping, sharing and transfer. Together these processes can be used to
manage and grow an organisation’s intellectual capital. C

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Gitarattan International Business School

Name- Divya Arya

Enrollment no- 35480003918

QUES. Explain the role of explicit and tacit knowledge?

Knowledge can be defined as individual Understanding of the subject

knowledge . knowledge can be defined as a set of understanding in a

particular domain or field .knowledge is the awareness and understanding

of particular aspects of reality .knowledge is the result of knower’s active

engagement with the object of knowledge.

Explicit knowledge resides in an organization in terms of reports,

documents, manuals, procedures etc. They are easy to communicate and

share in comparison to tacit knowledge. Explicit knowledge can be stored

in way of data or best practices and can easily be transmitted or shared

using IT tools. Here IT plays an important role to maintain explicit

knowledge. Explicit knowledge alone can't create a learning organization .

Tacit knowledge is relatively hard to code and extract. Tacit knowledge is

probably the most important part of knowledge management and it doesn’t

solely need to be discovered, captured but it has to be, also, disseminated

Tacit knowledge can be defined as “work related practical knowledge

learned informally on the job”

Most of the tacit knowledge is acquired from experience, which is able to

help to a better understanding of the present situations. For example, you

recipes, the ingredients, the techniques .

Personal knowledge -. Tacit knowledge is part of an individual’s

understanding and it is tied to other personal understandings and it can

tacit knowledge is often conceptualized as being organizational knowledge

but in essence it has personal roots.

Components of Knowledge Management

Based on actual experiences of the leading global KM case studies, the

components for KM can be broadly categorized into three classes –

results from KM, a majority of organisations worldwide implementing KM

have found it relatively easier to put technology and processes in place,

whereas the "people" component has posed greater challenges. The

biggest challenge in KM is to ensure participation by the people or

employees in the knowledge sharing, collaboration and re-use to achieve

business results. In many organisations, this requires changing traditional

mindsets and organisational culture from "knowledge-hoarding" (to keep

hidden or private) to "knowledge-sharing" (share among team members)

and creating an atmosphere of trust. This is achieved through a

combination of motivation / recognition and rewards, re-alignment of

performance appraisal systems, and other measurement systems. A key to

The Process component include standard processes for knowledge-

contribution, content management (accepting content, maintaining quality,

keeping content current, deleting or archiving content that is obsolete),

retrieval, membership on communities of practice, implementation-projects

based on knowledge-reuse, methodology and standard formats to

document best-practices and case studies, etc. It is important for processes

to be as clear and simple as possible and wellunderstood by employees

across the organisation. KM technology solutions provide functionality to

support knowledge-sharing, collaboration, workflow, document-

management across the enterprise and beyond into the extended

enterprise. These tools typically provide a secure central space where

employees, customers, partners and suppliers can exchange information,

decisions. The most popular form of KM technology enablement is the

Knowledge-Portal on the Corporate Intranet (and extranets where

customers, partners and/or suppliers are involved). Common technologies

used for knowledge portals include standard Microsoft technologies or

Lotus Notes databases. A company must choose a technology option that

meets its KM objectives and investment plan. While technology is a key