SHORT ANSWER

Short Answer

Short Answer

Internal Threats

The internal analysis evaluates the organization's human, financial, facilities, competitiveness and other capacities and potential. It focuses on strengths and weaknesses. Strengths: those factors or characteristics of the organization that could serve as the basis for achieving your mission and vision. Examples: good facilities, staff, volunteer participation, programs, recognition, financial resources, etc. Weaknesses: factors that realistically may limit the extent or speed with which your mission and vision may be accomplished. Examples: declining funding, aging and limited facilities, lack of expertise, etc.

Tactic vs Explicit Knowledge

Tacit knowledge on the other hand, is not so easily expressed. It is highly personal, hard to formalize and difficult to communicate to others. It may also be impossible to capture. The challenge is to identify which elements of tacit knowledge can be captured and made explicit—while accepting that some tacit knowledge just cannot be captured. For tacit knowledge that cannot be captured, the goal is to connect the possessors of tacit knowledge with the seekers of that knowledge (Culbertson, 2005).

Explicit knowledge is formal and systematic. It can be easily communicated and shared. Typically, it has been documented. Articulated knowledge, expressed and recorded as words, numbers, codes, mathematical and scientific formulae, and musical notations. Explicit knowledge is easy to communicate, store, and distribute and is the knowledge found in books, on the web, and other visual and oral means.

Knowledge Management

Knowledge management processes are organizational routines that facilitate knowledge creation, knowledge sharing, and knowledge use. These processes are interdependent; that is, the value of each depends on the merits of the other two. For example, knowledge creation is exciting, but it is not of much use to a firm if it is not shared. On the other hand, knowledge sharing is a waste of time if the knowledge created is worthless. Ultimately, the value of knowledge depends on the frequency of its use (Jensen, 2001).

Organizational processes do not, in themselves, create knowledge. Knowledge creation is carried out by individuals. However, an organization can influence knowledge creation by implementing processes that encourage and support individuals who create knowledge. Knowledge is created for a firm when an individual's knowledge is integrated into the knowledge network of the organization. Nonaka (1994) describes a dynamic relationship among four types of processes that explain knowledge creation in firms.

The first two forms of knowledge creation involve a combination of similar types of knowledge. First, knowledge can be created for a firm when tacit knowledge is transferred from one worker to another through socialization (i.e., tacit-to-tacit in Cell 1). Tacit knowledge is acquired through observation, imitation, and practice. Within a firm, person-to-person interactions such as on-the-job training and mentoring allow tacit knowledge to be transferred.

For example, managers at a global tire manufacturer recognized junior forecast analysts needed to “learn the business” to better understand and incorporate factors that affected demand in their analyses. To foster cross-functional communication, the analysts were relocated from a central forecasting office to the sales divisions for which they were ...