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Leveraging Organisational Tacit Knowledge
Views: 242
- Title: Leveraging Organisational Tacit Knowledge: Delivering Knowledge Based Consulting Solutions Through Interpersonal Knowledge Exchange
- Author(s): Kevin M. McKenzie
- Publisher: Common Ground Research Networks
- Collection: Common Ground Research Networks
- Series: Organization Studies
- Journal Title: The International Journal of Knowledge, Culture, and Change Management: Annual Review
- Keywords: Consultants, Knowledge Exchange, Community of Practice, Knowledge Management, Social Networks, Tacit Knowledge
- Volume: 3
- Issue: 1
- Date: February 11, 2005
- ISSN: 1447-9524 (Print)
- ISSN: 1447-9575 (Online)
- DOI: https://doi.org/10.18848/1447-9524/CGP/v03/59088
- Citation: McKenzie, Kevin M.. 2005. "Leveraging Organisational Tacit Knowledge: Delivering Knowledge Based Consulting Solutions Through Interpersonal Knowledge Exchange." The International Journal of Knowledge, Culture, and Change Management: Annual Review 3 (1): 0-0. doi:10.18848/1447-9524/CGP/v03/59088.
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Copyright © 2005, Common Ground Research Networks, All Rights Reserved
Abstract
This paper explores the process by which consultants exchange tacit experiential knowledge with their peers to deliver context specific solutions to clients.
