Theorizing Knowledge in Organizations

Chapter 3^rd of the book, “Knowledge Management (KM) in processes in Organization : Theoretical Foundations and Practice” that written by Claire R. Mc Inerney.

Theorizing Knowledge in Organizations

This chapter explain about how knowledge have been developed by Organizations. In this section, knowledge assume as a resource and a learning process. The knowledge as a resource means that knowledge is an object that written or get in a formal documents or online artifact that can be manipulate and organize. And then, knowledge as a process means that knowledge always useful in routine organization activity, and outcomes, that use experience and interaction of people in the organization.  

The importance of knowledge makes firms treat it as a good result from activities commensurate between organization’s central mission and core competencies. And now, knowledge is known as source of competitive advantages for the firms, that get with a strategy resource, that extracting from experience and process that being held in organization. Baumard in his book, “Tacit knowledge in organization” in 1999, explains four quadrans for getting and situating the knowledge. This table will be showing us, how the knowledge gets as Baumard said :

	Individual	Collective
Tacit	Intuitiveness, it means that person while did their jobs, always learn everythings in their work’s environment as an experience. So they know, what conditions that they have to do or not their job, and how to handle all of problem that block it as habitual.	Social practice, it means that everybody in the organization have learned and known their activities and how to take the risk and finish the problem in their jobs. It means that any knowledge sharing process between everyone in the organization from their each individuals experience.
Explicit	Expertise, it means that person in organization, while do his jobs, he also learn the process and think, what thing suppose to cut the process be more easily and need few times. And then he write all of knowledge that he know to share to the other people that need this knowledge in same jobs.	Rules, are a written procedures or protocols that’s made by the organization to increase the effectiveness and efficiency in the process of the organizations.

From the table above, we know that any interaction between individual to the organization, or from each individual in the organization, as a way to increase their ability and to successing the organization. So, participation from the group’s member in organization is more hopely in the increasing organization objectiveness. As the result, each members have to get an interaction to help their job finishing. Nonaka and Takeuchi in their book, “The knowledge creating company : How Japanese Companies Create the Dynamics of Innovation” in 1995, explain that knowledge can be more easily to develop and find with SECI (Socialization, Externalization, Combination, Internalization) models.