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Tacit knowledge

Tacit knowledge is a form of personal, experiential understanding that individuals possess but find challenging to articulate, codify, or fully communicate to others, often described as "knowing more than we can tell."^[1] This concept was introduced by Hungarian-British philosopher Michael Polanyi in his 1966 book The Tacit Dimension, where he argued that all explicit knowledge relies on an underlying tacit foundation, emphasizing the intuitive and subsidiary aspects of human cognition.^[1] Unlike explicit knowledge, which can be readily documented in words, formulas, or diagrams, tacit knowledge emerges from direct experience and practice, encompassing skills, intuitions, and mental models that are deeply context-specific.^[2] Key characteristics of tacit knowledge include its technical dimension, involving practical know-how such as the ability to ride a bicycle or perform a craft without conscious deliberation, and its cognitive dimension, which includes schemata, beliefs, and perceptions that shape how individuals interpret the world.^[3] Polanyi illustrated this through examples like facial recognition, where one relies on subsidiary clues to perceive a whole without being able to specify them explicitly.^[1] In organizational contexts, tacit knowledge is rooted in action, commitment, and involvement, making it "deeply rooted in experience" and difficult to formalize, yet essential for innovation and problem-solving.^[2] The significance of tacit knowledge gained prominence in knowledge management through the work of Ikujiro Nonaka and Hirotaka Takeuchi, who in their 1995 book The Knowledge-Creating Company (building on Nonaka's 1994 paper) proposed the SECI model of knowledge conversion, highlighting the interplay between tacit and explicit knowledge.^[2] This model outlines processes that enable organizations to amplify individual tacit insights into collective explicit assets, fostering continuous innovation, as seen in Japanese firms like Honda.^[2] Challenges in transferring tacit knowledge often require environments of trust, redundancy, and creative interaction to facilitate its mobilization.^[2] Beyond management, tacit knowledge influences fields such as education, where it underscores the limitations of rote learning in favor of experiential pedagogy, and artificial intelligence, where replicating human intuition remains a core hurdle despite advances in explicit data processing. Recent developments as of 2025 show AI, particularly generative models, aiding in capturing and transferring tacit knowledge in organizational learning and healthcare applications.^[3]^[4]^[5] Overall, recognizing tacit knowledge highlights the irreplaceable role of human judgment and embodiment in knowledge production, countering purely rationalist views of cognition.^[1]

Historical Origins

Michael Polanyi's Formulation

Michael Polanyi, a Hungarian-born chemist and philosopher, first introduced the concept of "tacit knowing" in his 1958 book Personal Knowledge: Towards a Post-Critical Philosophy, where he argued that scientific inquiry and understanding inherently involve personal participation beyond objective detachment. Polanyi, who earned an MD in 1913 and a PhD in physical chemistry in 1917 from the University of Budapest before serving as a physician during World War I, drew from his scientific background to challenge the positivist and objectivist paradigms dominant in early 20th-century science, which emphasized verifiable facts and skepticism toward subjective elements in knowledge formation.^[6] His critique positioned tacit knowing as an indispensable process in discovery and validation, where scientists rely on unarticulated skills and intuitions that cannot be fully reduced to explicit statements.^[7] Polanyi expanded and refined this idea in his 1966 work The Tacit Dimension, a series of lectures that systematically explored tacit knowing as a foundational structure of human cognition.^[8] Here, he famously articulated the principle that "we can know more than we can tell," encapsulating how much of our understanding operates below conscious articulation, such as recognizing a face or balancing on a bicycle without explicit rules.^[1] This phrase underscores the limitations of explicit knowledge in capturing the full scope of human comprehension, emphasizing instead the integration of personal experience and implicit cues. Central to Polanyi's formulation is the distinction between subsidiary awareness and focal integration, where we attend from particular clues—such as the feel of a tool in our hand—to a broader object of understanding, like hammering a nail, without explicitly identifying the intermediates.^[9] This process relies on "indwelling," a personal commitment to internalizing these subsidiaries, which Polanyi viewed as essential to all knowing and irreducible to mere observation or mechanical processes. Philosophically, tacit knowing thus roots cognition in the subjective, fiduciary framework of the knower, countering objectivism by affirming that all knowledge bears the mark of personal involvement and responsibility.^[7]

Evolution in Knowledge Management

Following Michael Polanyi's philosophical foundation in the mid-20th century, the concept of tacit knowledge began to influence organizational theory through informal precursors in psychology and traditional practices. Gestalt psychology, emerging in the early 1900s but prominent in mid-century discourse, emphasized holistic perception where understanding arises from integrated wholes rather than isolated parts, providing an early framework for recognizing non-articulable aspects of knowing that Polanyi later formalized.^[10] Similarly, apprenticeship traditions, dating back centuries but studied in mid-20th-century industrial contexts, exemplified tacit transmission via observation, imitation, and hands-on guidance, highlighting practical knowledge sharing without explicit codification.^[11] The transition to knowledge management accelerated in the 1990s with the adoption of tacit knowledge by Ikujiro Nonaka and Hirotaka Takeuchi, who adapted Polanyi's ideas to explain corporate innovation in Japanese firms. Nonaka, drawing on Eastern philosophy including Nishida Kitarō's notions of pure experience and contextual awareness, integrated these with Western concepts to position tacit knowledge as a driver of dynamic organizational learning.^[12] This synthesis was influenced by Japanese management practices, such as "ba"—shared spaces that facilitate interaction and knowledge emergence through physical, virtual, or mental contexts. Key milestones include Nonaka's 1991 Harvard Business Review article, which introduced the "knowledge-creating company" paradigm, emphasizing tacit insights in innovation processes at firms like Honda and Canon. This was expanded in Nonaka and Takeuchi's 1995 book, The Knowledge-Creating Company, which analyzed how Japanese companies leverage tacit knowledge for competitive advantage, shifting the concept from abstract philosophy to a strategic business tool.^[13] These works marked tacit knowledge's evolution into a core element of knowledge management, influencing global practices in organizational theory.

Conceptual Framework

Core Definition and Characteristics

Tacit knowledge refers to the subjective and intuitive form of understanding that is difficult to formalize, articulate, or transmit verbally, often acquired through direct experience rather than explicit instruction or documentation. Coined by philosopher Michael Polanyi, this concept captures the idea that human cognition inherently involves elements beyond precise verbal expression, as exemplified by his assertion that "we can know more than we can tell."^[14] Unlike explicit knowledge, which can be readily codified in words, formulas, or rules, tacit knowledge remains deeply personal and context-dependent, resisting full translation into objective representations. Key characteristics of tacit knowledge include its subconscious nature, where much of the knowing operates below conscious awareness, relying on intuition, pattern recognition, and embodied skills rather than deliberate reasoning. For instance, activities like riding a bicycle or recognizing a face demonstrate this reliance on integrated, non-verbal competencies that are honed through practice and cannot be exhaustively described by instructions alone.^[14] Its personalization manifests in the way it is shaped by an individual's unique background, emotions, and commitments, making it inherently subjective and variable across contexts. Furthermore, tacit knowledge exhibits strong resistance to codification, as attempts to articulate it fully often distort or diminish its essence, preserving it instead through apprenticeship, demonstration, or shared practice.^[14] Tacit knowledge represents the implicit foundations upon which all articulated knowledge is built.^[14] It is also profoundly embodied, integrated into bodily actions, perceptions, and sensory experiences, where the knower's physical and mental faculties serve as the ultimate instruments of comprehension.^[14] Epistemologically, this challenges traditional views of knowledge as purely objective and propositional, positing instead that all knowing includes a tacit dimension rooted in personal participation and fiduciary commitment, thereby underscoring the limits of detached observation in scientific and everyday inquiry. As described by Harry Collins, the scope of tacit knowledge can be visualized as a "terrain" encompassing areas beyond the "maps" of explicit formulations.^[15]

Types of Tacit Knowledge

Tacit knowledge is often categorized into technical and cognitive subtypes, as distinguished in foundational knowledge management theory. Technical tacit knowledge encompasses practical skills and know-how that are difficult to articulate fully, such as the physical coordination required to ride a bicycle or the precise hand movements in surgical procedures.^[16] These skills are acquired primarily through hands-on practice, imitation, and repeated trial-and-error, allowing individuals to internalize bodily movements without explicit instructions.^[17] In contrast, cognitive tacit knowledge involves mental frameworks, intuitions, and heuristics that shape perception and decision-making, including the ability to recognize subtle patterns in complex data sets or navigate unspoken cultural norms in social settings.^[3] This type emerges from reflective experience and observation, where individuals develop internalized schemata that guide judgments implicitly.^[11] Recent research post-2020 has introduced further nuances by differentiating embodied and relational forms of tacit knowledge, building on earlier typologies to emphasize sensory-motor and social dimensions. Embodied tacit knowledge refers to sensory-motor expertise rooted in physical interaction with the environment, such as a craftsman's intuitive feel for material resistance during woodworking.^[17] Relational tacit knowledge, meanwhile, is socially embedded and arises from interpersonal dynamics, like the unspoken cues in team collaborations that foster trust and coordination.^[17] These distinctions highlight how tacit knowledge is not isolated but intertwined with bodily and relational contexts.^[18] Acquisition of these types typically occurs through apprenticeship models, direct observation, and iterative practice, often overlapping in real-world scenarios. For instance, learning surgical techniques combines technical embodiment (via guided hands-on simulation) with cognitive intuition (from observing patient responses) and relational elements (through mentor feedback in team settings), illustrating how subtypes integrate during skill development.^[11] Similarly, cultural norm recognition blends cognitive heuristics with relational interactions, refined through social immersion and trial-and-error in group environments.^[17]

Distinctions and Interactions

Differences from Explicit Knowledge

Explicit knowledge refers to information that is codified, formalized, and readily articulable in structured formats such as documents, manuals, databases, or mathematical formulas, making it straightforward to store, retrieve, and disseminate across individuals or organizations. In contrast, tacit knowledge encompasses the implicit, intuitive understandings derived from personal experience, context, and practice, which are difficult to verbalize or document fully, as exemplified by skills like recognizing a familiar face or balancing while riding a bicycle.^[1] This distinction highlights a fundamental structural disparity: explicit knowledge operates through abstract, propositional representations that prioritize clarity and universality, whereas tacit knowledge relies on embodied, subsidiary awareness that integrates sensory and cognitive elements in a holistic manner.^[1] The mechanisms for transferring these knowledge types further underscore their functional differences. Explicit knowledge is efficiently shared through direct channels like written instructions, lectures, or digital repositories, enabling rapid replication without requiring personal interaction. Tacit knowledge, however, demands indirect methods such as observation, apprenticeship, or collaborative socialization, where learners acquire it through immersion and repeated practice rather than explicit instruction. For instance, a chef's intuitive sense of seasoning timing cannot be fully conveyed in a recipe but emerges through hands-on guidance in a kitchen environment.^[1] These disparities yield distinct advantages and limitations in practical contexts. Explicit knowledge facilitates scalability and standardization, allowing organizations to train large groups consistently and integrate it into automated systems, though it often overlooks contextual nuances that lead to rigid or incomplete applications. Conversely, tacit knowledge drives innovation and adaptability by enabling creative problem-solving rooted in real-world insights, yet it poses risks of loss during events like employee turnover, where irreplaceable expertise departs without adequate documentation or handover.^[19] Such losses can disrupt operational continuity and hinder competitive edges in knowledge-intensive industries.^[19] Rather than viewing tacit and explicit knowledge as mutually exclusive binaries, scholars emphasize a continuum where most forms of knowing blend elements of both, with varying degrees of articulability depending on the domain and individual. For example, technical skills like software coding may start as tacit intuition but evolve toward explicit codification through iterative refinement. This spectrum perspective, originating from foundational philosophical inquiries, underscores that pure forms are rare, and effective knowledge utilization often involves navigating gradations between the implicit and the overt.^[1]

Processes of Conversion and Transfer

Tacit knowledge, being inherently personal and context-dependent, differs from explicit knowledge in its resistance to direct articulation, necessitating specialized processes for conversion into more shareable forms and transfer between individuals or groups. These processes aim to bridge the gap between internalized insights and collective understanding, often relying on indirect mechanisms rather than straightforward documentation.^[20] Key methods for transferring tacit knowledge include socialization, narration, and analogy. Socialization involves sharing experiences through observation and imitation, allowing individuals to absorb skills and intuitions in shared contexts, such as apprentices learning crafts by working alongside experts.^[21] Narration, particularly through storytelling, conveys tacit elements by embedding them in narratives that provide emotional and contextual cues, facilitating the transmission of nuanced judgments and lessons in organizational settings.^[22] Analogy employs metaphors to approximate tacit insights, enabling the expression of abstract understandings in relatable terms, as seen in Nonaka's description of metaphors verbalizing complex concepts for broader comprehension. Conversion and transfer face significant challenges, including the "stickiness" of tacit knowledge, which refers to the high costs and difficulties in extracting and moving it due to its embedded nature in individual cognition and routines. Cultural barriers, such as differing national or organizational norms, further impede flow by influencing how knowledge is perceived and shared across diverse groups. Generational gaps exacerbate these issues, as older workers' experiential knowledge may not align with younger cohorts' digital preferences, leading to incomplete handovers in family firms and high-tech sectors.^[23] Effective strategies to externalize and disseminate tacit knowledge encompass mentoring, communities of practice, and prototyping. Mentoring programs pair experienced individuals with novices to transmit insights through guided interactions and feedback, fostering gradual internalization in professional environments.^[24] Communities of practice enable ongoing dialogue among peers with shared interests, promoting the surfacing and refinement of tacit elements through collaborative problem-solving.^[25] Prototyping serves as a tangible tool to externalize design-related tacit knowledge, acting as a mediator that captures expertise in iterative models for team review and adaptation.^[26] Empirical research in knowledge management underscores the prevalence of these processes, with studies indicating that 70-80% of organizational knowledge remains tacit, highlighting the critical need for robust conversion strategies to leverage this untapped resource in the 2020s.^[27]

Key Theoretical Models

Nonaka-Takeuchi SECI Model

The Nonaka-Takeuchi SECI model, introduced in 1995, provides a foundational framework for understanding knowledge creation in organizations as a dynamic spiral process that converts tacit and explicit knowledge through four interconnected modes.^[13] This model posits that organizational knowledge emerges not in isolation but through continuous interactions among individuals, expanding from personal insights to collective understanding. Drawing briefly from Michael Polanyi's philosophical distinction between tacit and explicit knowledge, the SECI model—standing for Socialization, Externalization, Combination, and Internalization—illustrates how tacit knowledge can be shared and amplified while explicit knowledge is refined and internalized.^[13] Socialization involves the tacit-to-tacit transfer of knowledge through direct experience and social interaction, such as apprentices observing mentors in practice, fostering empathy and shared mental models without verbalization.^[13] Externalization articulates tacit knowledge into explicit forms, like metaphors or models, enabling it to be documented and shared widely, as seen when engineers diagram intuitive designs.^[13] Combination recombines explicit knowledge from various sources—such as reports or databases—into more systematic explicit knowledge, like integrated guidelines or prototypes.^[13] Finally, Internalization absorbs explicit knowledge back into tacit understanding through experimentation or reflection, turning concepts into practical skills.^[13] These modes form a helix that amplifies knowledge across organizational levels, from individual to group, department, and beyond. Central to the model's efficacy are enabling components like Ba, a Japanese term denoting shared physical, virtual, or relational contexts that facilitate knowledge interactions, such as collaborative workspaces or online forums where socialization and externalization thrive.^[28] Additionally, conditions such as organizational trust, autonomy in decision-making, and creative chaos—encouraging disequilibrium to spark innovation—support the spiral's progression by motivating knowledge sharing and reducing barriers to conversion.^[13] Developed through studies of Japanese firms, the SECI model gained historical impact by demonstrating how companies like Honda and Canon leveraged these processes for product innovation; for instance, Honda's City car development involved socialization among designers and externalization of bold concepts like the tall-boy shape, leading to market success.^[13] Similarly, Canon's mini-copier project exemplified combination and internalization in integrating explicit technical specifications with tacit engineering insights to overcome size constraints.^[13] These applications highlighted the model's role in fostering continuous innovation in knowledge-intensive industries. Despite its influence, the SECI model faces criticisms for overemphasizing the convertibility of tacit knowledge, assuming it can be fully articulated and systematized, which overlooks the inherently ineffable aspects of tacit understanding.^[29] Furthermore, its empirical foundation relies heavily on case studies from specific cultural contexts, raising questions about universal applicability across diverse organizational settings.^[30]

Contemporary Extensions and Alternatives

In the 2020s, extensions of the SECI model have integrated digital tools and collaborative platforms to facilitate tacit knowledge sharing in hybrid work environments. For instance, a sociomaterial-SECI framework posits that digital workplaces enhance knowledge development through clusters like performativity and material agency, where tools such as shared digital repositories and real-time collaboration software enable socialization and externalization processes across distributed teams.^[31] Similarly, ICT tools like video conferencing and cloud-based platforms support virtual teams by bridging geographical barriers, allowing tacit elements to emerge through interactive practices rather than solely face-to-face interactions.^[32] Alternative frameworks to SECI have emphasized diverse forms of tacit knowledge without assuming full convertibility to explicit forms. Blackler's 1995 typology identifies five knowledge types, including encultured knowledge—rooted in shared cultural practices and social interactions—and embedded knowledge, which resides in organizational routines and artifacts, both inherently tacit and context-dependent.^[33] Complementing this, Cook and Brown's 1999 model of "knowledge-in-practice" views tacit and explicit knowledge as distinct yet interactively generative, where practice generates new knowledge through an ongoing "dance" rather than unidirectional conversion, highlighting how tacit elements like skills and intuition evolve in use without full articulation.^[34] Recent studies from 2023 to 2025 have applied these ideas to agile teams, underscoring tacit knowledge's role in adaptive collaboration. In agile software development, tacit knowledge absorption through experience-based mastery enables leaders to foster innovation in dynamic settings, as seen in comparative analyses of Polish-Finnish technological and non-technological contexts.^[35] Systematic reviews further reveal that agile effectiveness hinges on tacit inputs like team trust and informal communication, which mediate outcomes in input-process-output models.^[36] Building on Knorr Cetina's seminal work on epistemic cultures—which describes how scientific communities produce knowledge through machinic interactions and collective practices rather than individual cognition—contemporary research extends this to agile epistemic environments, where tacit elements underpin distributed experimentation in high-velocity teams.^[37] These extensions and alternatives address SECI's limitations by incorporating cultural variations and recognizing non-convertible tacit aspects. Cross-cultural studies in IT sectors demonstrate that tacit sharing varies by national context, with Polish teams emphasizing relational trust and U.S. teams favoring structured practices, influencing innovation outcomes.^[38] Models like Cook and Brown's affirm that certain tacit elements, such as embodied skills, resist full conversion, promoting instead generative interactions that preserve contextual nuances across diverse settings.^[34] Additionally, frameworks accounting for cultural transmission highlight how tacit knowledge propagates through observational learning and social alignment, adapting to non-Western contexts without assuming universal convertibility.^[39]

Practical Examples

Everyday and Individual Instances

Tacit knowledge manifests in everyday personal skills that individuals acquire through practice and experience, often without conscious articulation. A classic example is balancing on a bicycle, where riders intuitively adjust their posture and movements to maintain equilibrium, knowing more than they can explicitly describe. Similarly, intuitive fluency in a language develops through immersion, enabling speakers to grasp nuances, idioms, and rhythms that formal grammar lessons alone cannot convey. Sensory intuitions provide another realm of tacit knowledge, relying on subtle, experience-honed perceptions. For instance, recognizing a friend's mood from fleeting facial expressions, tone variations, or body language involves pattern recognition built over time, allowing empathetic responses without verbal explanation.^[40] In cooking, seasoned individuals often prepare dishes "by feel," adjusting ingredients based on texture, aroma, and visual cues accumulated from repeated trials, bypassing precise recipes.^[41] Cultural practices further illustrate tacit knowledge in routine interactions. Social etiquette, such as the appropriate distance, eye contact, or gestures in greetings, is learned through observation and social feedback, forming uncodified rules that foster harmony without explicit instruction.^[42] Likewise, navigating traffic demands intuitive judgments of vehicle speeds, gaps, and driver behaviors, refined by experiential exposure to road conditions and hazards.^[43] Psychologically, tacit knowledge encompasses beliefs and capabilities derived from personal experience, enabling pattern-matching in decision-making and skill execution.^[16] This form of knowledge, often cognitive in nature, underpins everyday intuitions that guide actions seamlessly.^[16]

Organizational and Professional Cases

In organizational settings, tacit knowledge manifests through professional skills that rely on intuitive, experience-based judgments difficult to articulate explicitly. For instance, mechanics often diagnose engine problems by listening to unusual sounds and vibrations, drawing on years of hands-on practice rather than codified manuals. Similarly, managers may sense team morale through subtle cues like body language or tone during meetings, enabling them to address underlying issues proactively without formal assessments. These skills underscore tacit knowledge's value in enhancing efficiency and decision-making in dynamic work environments. A prominent example of tacit knowledge driving innovation occurred at 3M, where the development of Post-it Notes in the 1970s stemmed from an engineer's accidental discovery of a weak adhesive during experimentation. This breakthrough emerged from the tacit insights and iterative problem-solving of researchers who intuitively combined unrelated materials based on their deep, unspoken understanding of polymer behaviors, rather than following predefined protocols. Such cases illustrate how tacit knowledge fosters creativity in product development teams, allowing for serendipitous advancements that explicit documentation alone cannot replicate. However, the risks associated with tacit knowledge become evident during employee retirements, often termed "knowledge walkouts," where irreplaceable expertise exits the organization. In industries like oil and gas, retiring engineers carry away nuanced understandings of complex drilling operations and safety protocols honed over decades, leading to potential disruptions in operations and increased error rates. Empirical research from the 2020s has further illuminated tacit knowledge's role in healthcare, particularly among nurses who rely on intuitive patient assessments to deliver timely care. For example, nurses' tacit abilities to detect subtle deteriorations in patient conditions—such as changes in breathing patterns or skin tone—enable faster interventions compared to protocol-driven checks alone. Another analysis of surgical teams revealed that surgeons' and nurses' shared tacit understandings of procedural rhythms help reduce complication rates during high-stakes operations. To mitigate these risks, organizations can briefly reference conversion processes, such as mentoring, to externalize tacit insights before they are lost.

Modern Applications and Challenges

Role in Knowledge Management

Tacit knowledge plays a pivotal role in knowledge management (KM) by fostering innovation and providing organizations with a sustainable competitive advantage, as it encompasses unique, experience-based insights that are difficult for competitors to replicate. Effective management of tacit knowledge enables firms to leverage employees' intuitive skills and problem-solving abilities, leading to enhanced product and service development. For instance, empirical studies show that tacit knowledge management processes significantly drive innovation capabilities, which in turn boost organizational performance through improved efficiency and adaptability.^[44]^[45] Tacit knowledge dominates in contributing to corporate value and strategic positioning.^[45] To capture and retain tacit knowledge, organizations employ strategies such as knowledge-sharing sessions, including brainstorming and practical training programs, which facilitate the transfer of intuitive expertise among employees. Exit interviews with departing staff are another key method, allowing firms to document unspoken insights before they are lost, while incentive programs reward documentation and sharing efforts to encourage participation. These approaches align with frameworks like the Nonaka-Takeuchi SECI model, which guides the conversion of tacit knowledge into explicit forms through socialization and externalization.^[46]^[47]^[48] Managing tacit knowledge presents challenges, including difficulties in measurement due to its intangible and subjective nature, which complicates assessing its impact on performance. Cultural silos further hinder sharing, as departmental barriers and reluctance to disclose personal expertise create knowledge hoarding. Solutions involve forming cross-functional teams to promote collaboration and break down these silos, enabling broader integration of tacit insights across the organization.^[49]^[50]^[51] A notable case study is Toyota's "andon" system within the Toyota Production System, where workers pull a cord to halt production upon detecting issues, drawing on their tacit problem-solving knowledge to address abnormalities in real time. This mechanism empowers frontline employees to contribute intuitive judgments, fostering continuous improvement and embedding tacit expertise into operational routines without formal documentation. The system's success highlights how tacit knowledge retention through such practices can sustain long-term competitive edges in manufacturing.^[52]^[53]

Implications for Education and AI

In education, tacit knowledge plays a central role through apprenticeship models and experiential learning approaches, which emphasize hands-on practice and reflection to internalize skills that cannot be fully articulated. John Dewey's philosophy underscores this by viewing learning as a dynamic interaction with the environment, where individuals construct meaning through active engagement and subsequent reflection, fostering intuitive understanding beyond rote memorization.^[54] Apprenticeship frameworks further exemplify this, structuring learning around observation, coaching, and scaffolded practice to transmit expert intuition in fields like craftsmanship or medicine.^[55] However, virtual learning environments pose significant challenges, as remote formats often diminish opportunities for embodied interaction, leading to reduced access to informal cues and tacit insights that apprenticeships traditionally provide. For instance, live streaming classrooms limit the non-verbal exchanges essential for tacit sharing, while virtual internships hinder informal networking and serendipitous knowledge encounters.^[56]^[57] Recent advancements in artificial intelligence from 2023 to 2025 have explored capturing tacit knowledge through machine learning techniques that recognize patterns in expert behaviors, such as analyzing eye-tracking data or workflow sequences to externalize intuitive decision-making. Natural language processing algorithms, for example, mine semi-structured documents to convert implicit insights into reusable forms, enabling organizations to preserve expertise from retiring professionals.^[58] Intergenerational transfer tools leveraging AI facilitate this by simulating collaborative scenarios, where algorithms mediate between novice and expert interactions to bridge knowledge gaps. A 2025 MDPI study on AI-InterGenTacitKT highlights how such integrations enhance trust-building and collaboration in tandem learning setups, allowing AI to augment rather than replace human mentorship.^[4] Despite these opportunities, AI faces inherent challenges in handling non-codifiable intuition, as tacit knowledge resists full formalization due to its reliance on contextual, experiential nuances that algorithms struggle to replicate without human oversight. This limitation underscores the need for hybrid approaches, where AI complements rather than supplants intuitive judgment. Virtual reality simulations offer promising avenues for skill transfer, immersing learners in expert-modeled environments to convey tacit elements like spatial awareness or procedural finesse; for instance, cross-modal deep learning in mixed reality has accelerated tacit knowledge acquisition in construction training by mimicking real-world sensory cues.^[59] UNESCO's 2023 guidelines on generative AI in education emphasize ethical integration, advocating for human-centered policies that address biases and ensure equitable access to AI tools while preserving the role of tacit pedagogical practices in fostering inclusive learning.^[60]

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The Generative Dance Between Organizational Knowledge and ...
Knowing as action calls for an “epistemology of practice.” Moreover, the epistemology of possession tends to privilege explicit over tacit knowledge, and ...
[35]
(PDF) Agile Mindset Leaders and Their Experience-Based Tacit ...
Sep 8, 2025 · Previous studies have enabled us to assume that constant, tacit knowledge acquisition appears to be a valuable effect of constant agile learning ...
[36]
Understanding how agile teams reach effectiveness: A systematic ...
We systematically reviewed 74 studies on agile teams and identified their key input, mediating, and outcome factors.
[37]
Epistemic Cultures - Harvard University Press
May 1, 1999 · In this book, Karin Knorr Cetina compares two of the most important and intriguing epistemic cultures of our day, those in high energy physics and molecular ...
[38]
Tacit knowledge acquisition & sharing, and its influence on ...
This study measures the relationship between tacit knowledge sharing and innovation in the Polish (n = 350) and US (n = 379) IT industries.
[39]
The cultural transmission of tacit knowledge - PMC - PubMed Central
We present a domain-general model of 'tacit teaching', drawn from statistical physics, that shows how high-accuracy transmission of tacit knowledge is possible.
[40]
Intuition - Psychology Today
It is possible to hone your powers of intuition. To some degree, intuition stems from expertise, which relies on tacit knowledge. Strengthening intuition ...
[41]
Tacit Knowledge in Cooking: A Key to Teaching and Integrating ...
This perspective article will explore the use of tacit knowledge in cooking in the building and transfer of skills, provide a framework for understanding ...
[42]
Etiquette and Adam Smith
Jul 14, 2019 · Manners are bottom up, uncodified, consensual rules of tacit knowledge. Simply verbalizing or reading about them is not sufficient to transfer ...
[43]
[PDF] Tacit Driving Knowledge, Emotional Intelligence, Stressful Events ...
Jun 28, 1999 · The analyses demonstrate the importance of emotional and tacit knowledge and provide specific recommendations to improve driver safety. Page 9 ...
[44]
(PDF) Role of tacit knowledge management process and innovation ...
This article aims to explore the connections between tacit knowledge management and the capacity to create new products and services for stimulating ...
[45]
The influence of knowledge management on innovation and ...
Tacit knowledge is especially important in this regard because it offers a source of competitive advantage thanks to the fact that it is unique, imperfectly ...
[46]
Tacit knowledge management strategies of small- and medium ...
The most common methods of capturing tacit knowledge among SMEs are monitoring, practical sessions, in-house training programmes, and brainstorming. Tacit ...
[47]
7 Effective Strategies to Prevent Knowledge Loss - Procedureflow Blog
Mar 11, 2025 · Conduct knowledge transfer sessions Conducting structured exit interviews allows organizations to capture critical insights before employees ...
[48]
Documenting Tacit Knowledge: 5 Powerful Strategies - Flowster
May 17, 2024 · This can be achieved through incentive programs or recognition initiatives that celebrate knowledge sharing. Implement Mentorship Programs ...
[49]
Tacit Knowledge Definition, Benefits, & Examples | Bloomfire
Oct 6, 2025 · Measuring tacit knowledge is challenging because it's deeply ingrained and hard to articulate, so organizations often use indirect methods like ...<|control11|><|separator|>
[50]
9 Biggest Knowledge Management Challenges and Their Solutions
Knowledge management challenges include lack of a well designed KM strategy, lack of awareness and poor communication channels. Learn their solutions and ...
[51]
Breaking Down Knowledge Silos: 7 Strategies for Insight-Driven ...
Silos typically result from outdated tools, fragmented organizational structures, and insufficient cross-functional collaboration. Even with modern ...Missing: measurement difficulties
[52]
Andon Cord | Think Insights
Jul 15, 2021 · The Andon cord consists of a pull cord or button that workers could activate to stop the production and warn management in case of a significant issue.
[53]
[PDF] Decoding the DNA of the Toyota Production System - Squarespace
The tacit knowledge that underlies the Toyota Production System can be captured in four basic rules. These rules guide the design, opera- tion, and ...
[54]
[PDF] John Dewey's Learning of Experiential Learning and its profound ...
May 25, 2024 · Dewey believes that learning is a dynamic process where individuals interact with their environment, reflect on their experiences, and construct ...
[55]
Lesson 5 - Theories of Learning: Key Features of Apprenticeship
It has key elements: a particular way of viewing learning, specific roles and strategies for teachers and learners, and clear stages of development.
[56]
The diminishment of tacit knowledge: Teaching practice based on ...
The context of live streaming classrooms has led to the diminishment of tacit knowledge, which is manifested in teachers merely lecturing from the textbook.
[57]
Challenges of Virtual Internships - Informal learning & accessing ...
Closely linked to enabling relationships and building networks, the challenge of informal learning and accessing tacit knowledge emerged as a key ...
[58]
Using AI and NLP for Tacit Knowledge Conversion in ... - MDPI
This paper presents a comparative analysis of natural language processing (NLP) algorithms used for document and report mining to facilitate tacit knowledge ...
[59]
Intergenerational Tacit Knowledge Transfer: Leveraging AI - MDPI
Our study aims to contribute to the field by analyzing options to integrate intergenerational tacit knowledge transfer (InterGenTacitKT) with AI-driven ...
[60]
Cross-modal deep learning enhanced mixed reality accelerates ...
Oct 2, 2025 · This study presents a novel approach for transferring expert tacit knowledge to construction students through a cross-modal deep learning ...
[61]
Guidance for generative AI in education and research - UNESCO
Sep 7, 2023 · UNESCO's first global guidance on GenAI in education aims to support countries to implement immediate actions, plan long-term policies and develop human ...