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Transforming Competition into
Collaboration
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Reflections on Concept of Knowledge Defining the term Knowledge is very difficult, although we may
instinctively know what knowledge is, we find it difficult to articulate its
definition (Pears, 1972). This question has been reflected by many great
philosophers throughout the ages, from the Greek philosophers Plato and
Aristotle in the 17th century to the present age, theorists propose many
different accounts of knowledge, and as Pears (1972) notes that theories seem to
go through periods of fashion, for example the 18th century theorists
concentrated on the mind, while 19th century theorists investigated language.
More recently economists, organizational theorists and management professionals
have become interested in knowledge (Stenmark, 2002). Pears (1972) judges that knowledge cannot be universally defined
and that there are many views of knowledge, therefore some definitions of
knowledge may overlook certain characteristics of it, while others pertain to
one particular aspect. He suggests three types of knowledge, “knowledge of
facts, acquaintance, and knowledge of how to do things” , each of which can be
further subdivided. Other authors have also subdivided knowledge into its
constituent parts: table (3.1) gives the brief type by some of the authors Holden (2002) states that knowledge is notoriously difficult to
define, and that the multitude of definitions of knowledge presents a
“definitional dilemma” , while Polanyi states that all knowledge is tacit
knowledge, which can only be expressed through language (Sveiby- 1994). Table 3.1 Different types of knowledge (Source:
Stenmark, 2001; 2002; Hildreth and Kimble, 2002)
If, as Polanyi and his supporters’ state, tacit knowledge is only in
the mind of the individual and cannot be physically externalized, how can there
be explicit knowledge? Explicit knowledge by definition can be physically
externalized. Therefore, explicit knowledge is synonymous to information. Nonaka
and Takeuchi (1995) are very popular and influential, and were some of the first
writers on knowledge management, their use of the phrase ‘explicit
knowledge’ continues to confuse the distinction between the words
‘knowledge’ and ‘information’. The argument for knowledge to be basically “tactic” appears logical
and well supported; therefore, this study will treat knowledge as tacit
knowledge. The definition of knowledge viewed by this model is that given by
Stenmark (2002), who states that, “knowledge is based on personal experiences
and cultural inheritance and is fundamentally tacit” – Difference between Knowledge and Information Nonaka and Takeuchi (1995) introduce the idea of ‘articulation’,
which is the process whereby tacit knowledge becomes explicit, i.e. tangible.
Moreover, Polanyi (1958 in Stenmark, 2002) states that knowledge is ‘hidden’
and not even the individual knows the knowledge he possesses. While Pears (1972)
believes that knowledge cannot exist without the individual knowing that it
exists, and that knowledge can be externalized in books. These contradicting
theories can partly be attributed to the lack of consensus as to what knowledge
and information are. The distinctions between these two words is often blurred
and this is reflected in the literature. Table (3.2) below gives definition of
information and knowledge as stated by some of the well-known authors the field. Table
3.2 definition of information and knowledge
Indeed, Davenport (1997 in Stenmark, 2002) and Davenport and Prusak
(1998 in Stenmark, 2002) use the words “Information” and Knowledge”
synonymously. It is interesting to note that most of the authors use similar words in
describing knowledge like truths, beliefs, concepts, ability to assign meaning,
experiences and value, all of these words represent a dynamic nature of
knowledge stressing that knowledge can not be treated as an object. Knowledge is ‘what we know’; it is that which is in our heads.
The use of knowledge involves cognitive processes, including perceiving,
thinking, remembering and learning. These are internal, intangible processes
that cannot be owned by an organisation. Whereas information is tangible, it is
an external representation, and therefore capable of being captured and managed
(Wilson, 2002). |