000			01686naa a2200217uu 4500
001			9534
003			OSt
005			20190211154737.0
008			021223s2005 xx ||||gr |0|| 0 eng d
100	1		_aKREINER, Kristian _95732
245	1	0	_aTacit knowledge management : _bthe role of artifacts
260			_c2002
520	3		_aThis article discusses both the management of tacit knowledge and the tacit approach to knowledge management. Tacit knowledge must be made manageable by being explicated and separated from the knowledge workers, so that the knowledge resourdes do not go home at night. However, the less knowledge leaving in the evening, the less knowledge will return the following morning. Making the organization as independente as possible of the tacit knowledge of its knowledge workers is an ironic program for knowledge management, since it advocates a reduction of the total resource pool for the sake of managerial control. The article searches for alternative to knowledge management exercised from a position of control and ownership. A case study of product development is analyzed. This specialized context focuses attention on knowledge mobilization rather than knowledge control and sharing. The artifact provides sufficient pressure for order and coordination to emerge spontaneously. Knowledge management can in such circumstances become tacit without losing its value
650		4	_aKnowledge _917384
650		4	_aKnowledge Management _917517
650		4	_aProduct Development _917429
773	0	8	_tJournal of Knowledge Management _g6, 2, p. 112-123 _d, 2002 _w
942			_cS
998			_a20021223 _bLucima _cLucimara
998			_a20060525 _b1553^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c9673 _d9673
041			_aeng