Journal of Knowledge Management

Purpose – This study aims to discuss how organizational researchers use the concept of tacit knowledge. The concept has become a “buzzword” in the last decade and has given rise to an extensive literature. The current study views tacit knowledge as a crucial concept that may help link individual understanding and skills and organizational routines and capabilities, a rare topic of discussion in extant literature.

Design/methodology/approach – The paper also addresses some of the misunderstandings in the theoretical and empirical organizational literature on tacit knowledge. Organizational researchers usually refer to Michael Polanyi's conception of the term as tacit knowledge, though they mean Gilbert Ryle's concept of “knowing-how” instead.

Findings – Accordingly, the primordial nature of tacit knowing is lost in the transition and what is left is a linear dichotomy of tacit and explicit knowledge.

Originality/value – This misunderstanding creates an obstacle in the way toward establishing the link between individual skills and organizational routines and capabilities. The paper ends with suggestions offered toward bringing the individual and the organization under the same theoretical explanation of human action.