Tacit Knowledge in Rapidly Evolving Organisational Environments

Tacit Knowledge in Rapidly Evolving Organisational Environments

Barbara Jones (MBS University of Manchester, UK), Angelo Failla (IBM Fondazione Milan (Director), Italy) and Bob Miller (MBS University of Manchester, UK)
Copyright: © 2007 |Pages: 23
DOI: 10.4018/jthi.2007010104
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Abstract

Constant renewal of the self-image and self-knowledge of the organisation becomes part of the day-to-day knowledge-in-use of front-line practitioners. The Network Enterprise is a model of business conducted by shifting alliances of partners developing innovative products and processes in close collaboration with their clients. Organisations abandon the concept of a central product, redefining themselves as providers of solutions. We draw on the experience of two ‘solution-providers’, one for-profit and one not-for-profit. The concept of a solution or transition requires practitioners to consider each individual case drawing on personal knowledge of the organisation’s accessible competencies and capacities. Choices among the possible solutions to the client’s problems can have unpredictable effects on the dynamics of the wider organisation. The necessarily personal use of heuristics magnifies the inescapable element of ‘drift’ inherent in the network enterprise. The dynamics generated by this will require the wider organisation to develop new standards and solution bundles.

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