Last edited by Brajind
Saturday, July 25, 2020 | History

7 edition of The Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge Creation found in the catalog.

The Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge Creation

Skills for 21st-Century Organizations

by Catherine Kano Kikoski

  • 59 Want to read
  • 23 Currently reading

Published by Praeger Publishers .
Written in English

    Subjects:
  • Management decision making,
  • Information Management,
  • Business Communication - General,
  • Business & Economics,
  • Business / Economics / Finance,
  • Business/Economics,
  • Skills,
  • Knowledge management,
  • Organizational Behavior,
  • Business & Economics / Business Communication,
  • Communication in organizations,
  • Organizational learning

  • The Physical Object
    FormatHardcover
    Number of Pages208
    ID Numbers
    Open LibraryOL8673143M
    ISBN 101567204902
    ISBN 109781567204902

    The inquiring organization: Tacit knowledge, conversation, and knowledge creation: Skills for 21st-century organizations. Westport: Greenwood Publishing Group. Google ScholarCited by: 5.   Electronic Journal of Knowledge Management Volume 11 Issue 2 The question about the relationship between tacit and explicit knowledge is important because it .

    Non-system as the Ideal System? Book review essay of Farmer, David John. To Kill the King: Post Traditional Governance and Bureaucracy Armonk, NY: M.E. Sharpe; Kikoski, Catherine Kano and John F. Kikoski. The Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge Creation: Skills for 21st-Century Organizations Westport File Size: KB.   All knowledge has a tacit origin. Thus, explicit knowledge depends on and is rooted in tacit knowledge. Nonaka and Takeuchi () formalized a Knowledge Creation Model by identifying four modes of knowledge creation and transfer. The model assumes different interactions between implicit and explicit knowledge, as depicted in Fig. Download: Download high-res image (KB)Cited by: 4.

    Rather, these contrary descriptions of knowledge reflect different, partial, and sometimes “balkanized” perspectives from which knowledge and organization are viewed. Taking the community of practice as a unifying unit of analysis for understanding knowledge in the firm, the paper suggests that often too much attention is paid to the idea Cited by: () The Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge Creation: Skills for 21st-Century Organizations, Greenwood Publishing Group. [13] Polanyi, M. () “The Logic of Tacit Inference.†Philosophy 41 (): [14]Author: Jamal El-Den, Narumon Sriratanaviriyakul.


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The Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge Creation by Catherine Kano Kikoski Download PDF EPUB FB2

The Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge Creation: Skills for 21st-Century Organizations: Tacit Knowledge, Conversation, Skills for 21st-century Organizations - Kindle edition by Kikoski, Catherine, Kikoski, John.

Download it once and read it on your Kindle device, PC, phones or tablets. Use features like bookmarks, note taking and highlighting while reading Manufacturer: Praeger.

The inquiring organization surfaces tacit knowledge, which is what its employees bring to the table―their background, education, experience, character, and judgment―and transforms that knowledge into new, explicit knowledge that can be transferred from one employee to another through by: The inquiring organization surfaces tacit knowledge, which is what its employees bring to the table--their background, education, experience, character, and judgment--and transforms that knowledge into new, explicit knowledge that can be transferred from one employee to another through conversation.

The Inquiring Organization | This book provides the context and tools to create knowledge via a proven process of inquiry, questions, and conversation. It introduces the theoretical background to explain why, as well as the practical hands-on skills and processes to demonstrate how, to surface tacit knowledge--that which we know but which we have not yet made explicit in The Inquiring Organization: Tacit Knowledge, e.g.

Get this from a library. The inquiring organization: tacit knowledge, conversation, and knowledge creation: skills for 21st-century organizations. [Catherine Kano Kikoski; John F Kikoski] -- Annotation Provides the background necessary to nurture skills in collaborative knowledge creation via a continuous, proven process of questioning and tionThis book.

Note: If you're looking for a free download links of The Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge Creation: Skills for 21st-Century Organizations Pdf, epub, docx and torrent then this site is not for you.

only do ebook promotions online and we does not distribute any free download of ebook on this site. The Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge Creation: Skills for 21st-Century Organizations: Tacit Knowledge, Conversation, Skills for 21st-century Organizations eBook: Catherine Kikoski, John Kikoski: : Kindle Store.

The inquiring organization surfaces tacit knowledge, which is what its employees bring to the table—their background, education, experience, character, and judgment—and transforms that knowledge into new, explicit knowledge that can be transferred from one employee to another through conversation.

That is true knowledge creation, and this. Advanced Search. Browse. The Inquiring Organization Tacit Knowledge, Conversation, and Knowledge Creation: Skills for 21st-Century Organizations.

by Catherine Kano Kikoski, John F. Kikoski. Provides the background necessary to nurture skills in collaborative knowledge creation via a continuous, proven process of questioning and conversation. Print Flyer.

This book provides the context and tools to create knowledge via a proven process of inquiry, questions, and conversation.

It introduces the theoretical background to explain why, as well as the practical hands-on skills and processes to demonstrate how, to surface tacit knowledge--that which we know but which we have not yet made explicit in conversation, e.g., background, education, and Cited by: The Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge Creation: Skills for 21st-Century Organizations by Catherine Kikoski; John Kikoski.

Praeger, Book. Near Fine. Hardcover. 8vo - over 7¾" - 9¾" tall. This copy is "as new" except signed and inscribed by authors.

The Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge Creation: Skills for 21st-Century Organizations by3/5(1). Catherine Kikoski Average rating: 0 ratings 0 reviews 1 distinct work Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge Creation: Skills for 21st-Century Organizations by.

Knowledge is regarded as a strategic factor in knowledge management implementation. It is mainly divided into two types: tacit and explicit. Tacit knowledge is created in the human mind as Author: Haradhan Kumar Mohajan.

The Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge Creation Skills for 21st-Century Organizations Japanese companies create new knowledge by converting tacit knowledge to. ISSN ‐ ©ACPIL Reference this paper as: Kabir, N.”Tacit Knowledge, its Codification and Technological Advancement” The Electronic Journal of Knowledge Management Volume 11 Issue.

"The Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge Creation: Skills for 21st-Century Organizations, by Catherine Kano Kikoski and John F. Kikoski" [Book Review], 29, no. 3 (March ), "To Kill the King: Post-Traditional Governance and Bureaucracy, by David John Farmer" [Book Review], 29, no.

3 (March ), Book Reviews Nonsystem as the Ideal System. The Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge Creation: Skills for 21st-Century Organizations by Catherine Kano Kikoski and John F.

Kikoski Transformational Public Service: Portraits of Theory in Practice by Cheryl Simrell King and Lisa A. Zanetti (. M.E. Sharpe. Singerian Inquiring Organizations (SIO) (Courtney, et al., ; Courtney, ) are knowledge-based enterprises based on Churchman’s theory of Singerian inquiring systems (Courtney, ).

For Singerian organizations to thrive, employees must feel unfettered to quest for knowledge, share what knowledge has been found, and expressAuthor: Kristen Lee Brewer King. In an earlier blog post I described a framework for Knowledge Transfer and explained that the choice of knowledge transfer process differs depending upon 1) what transfer problem the organization is trying to solve, and 2) the type of knowledge (e.g.

explicit, implicit or tacit) that needs to be transferred to solve that problem. In this post, I want to focus on one row of that frame work.This is exactly what is intended in my book On the Tacit Dimension of Human Knowledge.

5 I take this as a wonderful opportunity to provide readers with a précis of it. In the introduction of the book, I address the first inadequacy. Catherine Kikoski & John Kikoski, The Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge Cited by: 1.The inquiring organization: Tacit knowledge, conversation, and knowledge creation: Skills for 21st-century organizations: Greenwood Publishing Group.

Kim, H., & Andersen, D. F. (). Building confidence in causal maps generated from purposive text data: mapping transcripts of the Federal : Markus Krusi, Stephen Jonathan Whitty.