Knowledge Management: Making It Work (David Skyrme): "At the top layer of the framework are the enablers. The key factor here is organizational leadership. There is a senior knowledge champion. The senior management team understands that knowledge is strategic and clearly articulates its contribution to the organization’s ‘bottom line’. The organization’s structure, culture and environment encourages knowledge development and sharing. Without these enablers most knowledge initiatives drift or stall.
The second layer of the framework comprises a set of levers that amplify the contribution of knowledge. These include processes that facilitate knowledge flows, the effective handling of information, and measurement systems (e.g. for intellectual capital). An important point here is the distinction between explicit and tacit knowledge, since their management is quite distinctive.
Explicit knowledge is that which is written down or expressed in some tangible form, such as in a procedure manual, document or computer database. Tacit knowledge, on the other hand, is personal, in people’s heads and is difficult to articulate. It includes insights, experience, judgement and many other aspects of know-how and know-why. Managing explicit knowledge draws heavily on systematic processes for handling information, such as information resources management, as discussed below. Managing tacit knowledge, on the other hand, is mo"
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