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Journal cover: Journal of Knowledge Management

Journal of Knowledge Management

ISSN: 1367-3270

Online from: 1997

Subject Area: Information and Knowledge Management

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Knowledge elicitation techniques in a knowledge management context


Document Information:
Title:Knowledge elicitation techniques in a knowledge management context
Author(s):Tatiana Gavrilova, (Professor and Head of Department in the Department of Information Technologies in Management, St Petersburg University Graduate School of Management, St Petersburg, Russia), Tatiana Andreeva, (Associate Professor in the Department of Organizational Behavior and Human Resource Management, St Petersburg University Graduate School of Management, St Petersburg, Russia)
Citation:Tatiana Gavrilova, Tatiana Andreeva, (2012) "Knowledge elicitation techniques in a knowledge management context", Journal of Knowledge Management, Vol. 16 Iss: 4, pp.523 - 537
Keywords:Knowledge elicitation techniques, Knowledge engineering, Knowledge management
Article type:Conceptual paper
DOI:10.1108/13673271211246112 (Permanent URL)
Publisher:Emerald Group Publishing Limited
Acknowledgements:Received: November 2011Revised: January 2012February 2012Accepted: March 2012
Abstract:

PurposeA significant part of knowledge and experience in an organization belongs not to the organization itself, but to the individuals it employs. Therefore, knowledge management (KM) tasks should include eliciting knowledge from knowledgeable individuals. The paper aims to argue that the current palette of methods proposed for this in KM discourse is limited by idealistic assumptions about the behavior of knowledge owners. This paper also aims to enrich the repertoire of methods that can be used in an organization to extract knowledge (both tacit and explicit) from its employees by bridging KM and knowledge engineering and its accomplishments in the knowledge elicitation field.

Design/methodology/approachThis paper is based on extensive literature review and 20 years of experience of one of the authors in applying various knowledge elicitation techniques in multiple companies and contexts.

FindingsThe paper proposes that the special agent (analyst) might be needed to elicit knowledge from individuals (experts) in order to allow further knowledge sharing and knowledge creation. Based on this idea, the paper proposes a new classification of the knowledge elicitation techniques that highlights the role of analyst in the knowledge elicitation process.

Practical implicationsThe paper contributes to managerial practice by describing a systemic variety of knowledge elicitation techniques with direct recommendations of their feasibility in the KM context.

Originality/valueThe paper contributes to a wider use of knowledge engineering methodologies and technologies by KM researchers and practitioners in organizations.



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