Tacit Knowledge and the Knowledge Management Systems

In today's economy, knowledge management has been the most important resource of competitive advantage has gone from being resources. All the attention has turned toward the knowledge and methods to handle it. Nonaka (1991) states that knowledge and its strategic use sustained competitive advantage for an organization is sure of the source. Thus, maintaining and using knowledge transfer process is becoming the main purpose of organizations. For that, knowledge management systems are built based on organizational needs in order to create and share knowledge efficiently.

However, some knowledge management systems is able to deal with human capital. The reason for that is two-fold, there are various definitions of knowledge and therefore what exactly constitutes knowledge management. At this point, many practitioners knowledge management (KM) tacit knowledge management knowledge management system (KMSs) is called the weak capacity. However, be certain to research the externalization of tacit knowledge trying to find a solution. Tacit knowledge is knowledge that can not easily be expressed and thus only exists in people's hands and head showing. It was first mentioned by Polanyi (1966), tacit knowledge, which created the interest.

Information and Communication Technology (ICT) introduces tacit knowledge management to improve a bit. Some KM practitioners tacit knowledge (; Scott, 1998, Cohen and Bacdayan, 1994) externalizing the great contribution of ICT-based KMSs said. Others concluded that these KMSs function of the waste, even the negative impact of them on tacit knowledge management efforts (Blackler, 1995; Hansen et al, 1999).. Externalizing tacit knowledge in those two thoughts concerning the impact of ICT-based KMSs Unlike externalizing tacit knowledge to indicate the role played by the real need to present the KMSs urges.
Knowledge and its management:

Most organizations these days knowledge management (KM) a significant success in today's economy is one of the factors are true, and all are moving towards knowledge-based economy. All KM Doctors know that the way they view their success in order to use their knowledge to get competitive advantage and to create new knowledge are up to. Various organizations for continuous innovation and an organization for that matter kilometers from the other plays an important role in the attempt.

A knowledge management on the most relevant discussions (1991) Nonaka and Takeuchi Nonaka and was made by (1995), when they were shown how Japanese companies are still fast after 10 years to develop new products to develop something new. Their success mainly the result of their abilities to transfer and tacit and explicit knowledge throughout their organizations was part of. It is noted that the distinctions between tacit and explicit knowledge, Polanyi (1966) when saying `we can tell more than we can know is important to distinguish.

In addition, Davenport and Prusak (1998) Collection, distribution and efficient use of knowledge resources for a process defined as KM. At that time, the slogan "the efficient use of knowledge already and new emerging KM Trend was used to show interest. In fact, earlier, Drucker (1993) stated that in order to meet the challenges in the market, efficient for a company to manage their knowledge and create new one by means of the need to perform to make is ready.

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