| | Understanding knowledge management and information management: the need for an empirical perspective (Site not responding. Last check: 2007-10-20) |
 | | Tacit knowledge is defined as action-based, entrained in practice, and therefore cannot be easily explained or described, but is considered to be the fundamental type of knowledge on which organizational knowledge is built (Nonaka and Takeuchi, 1995; Choo 1998a). |
 | | Knowledge sharing is perceived, for example, by the World Bank as critical for economic development and as an important next step going beyond the dissemination of information (MacMorrow, 2001). |
 | | However, the fact that the type of the knowledge targeted in most initiatives was tacit knowledge suggest that most organizations subscribe to the model of Nonaka and Takeuchi (1995), leading to the conclusion that KM focuses mainly on tacit and undocumented knowledge while IM remains presumably responsible for managing information and explicit knowledge. |
| informationr.net /ir/8-1/paper141.html (8312 words) |