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The purpose of the paper is to identify and develop an understanding of the aspects of tacit knowledge that play a significant role in enabling organizational learning.

Taking a multi‐dimensional approach, this paper moves toward an understanding of tacit knowledge through the lens of neuroscience, evolutionary biology, psychology, competency theory and knowledge management. The paper begins with the definition of knowledge, then discusses explicit, implicit and tacit knowledge and their relationships. Then individual learning is explored through the four aspects of tacit knowledge (embodied, affective, intuitive, and spiritual). Next the concept of extraordinary consciousness is developed and a four‐fold action model proposed for working with tacit knowledge to improve organizational learning. Finally, this model is engaged to begin the exploration of the role of leadership with respect to tacit knowledge and organizational learning.

The recognition that tacit knowledge resides beyond ordinary consciousness leads to the search to develop greater sensitivity to information stored in the unconscious to facilitate the management and use of tacit knowledge. Surfacing, embedding and sharing tacit knowledge are approaches for mobilizing tacit knowledge in support of individual and organizational objectives. In addition, it was forwarded that participating in or exposing ourselves to situations that induce resonance engages our personal passion in developing deeper knowledge and expanded awareness of that knowledge, that is, moving us toward extraordinary consciousness.

This paper is a new treatment of tacit knowledge that is consistent with recent findings in neuroscience and evolutionary biology. Further, it begins the exploration of ways to achieve extraordinary consciousness, thereby enhancing the capacity of an organization to learn.

This paper aims to clarify that the link between Michael Polanyi’s tacit knowledge theory and the field of knowledge management research does not withstand in-depth analysis. Second, the paper suggests a way to emerge from the ambiguity that unavoidably results from using the tacit knowledge concept in knowledge management studies.

The paper begins with an analysis of the tacit knowledge theories developed by Polanyi, by cognitive psychologists and by knowledge management scholars. It goes on to formulate a new conceptual framework of tacit knowledge.

This proposal consists in assuming that the terms “unconscious” and “tacit” are not interchangeable and, consequently, redefining the epistemological profile of knowledge management theory so as to acknowledge the existence of two planes of analysis. One is occupied by the process through which individuals gain knowledge, or the knowing process, which may be unconscious or conscious. The other contains the dichotomy between tacit knowledge and explicit knowledge, where the two terms indicate two alternative states that only consciously developed knowledge can adopt.

The paper provides support for the two-planes idea by referring to contributions from various disciplines, and particularly from cognitive psychology studies concerned with unconscious knowledge; a more thorough and extensive review would be needed, however, to fully demonstrate the proposal.

Distinguishing between two planes of analysis makes it possible to unveil the mystery of tacit knowledge.

Knowledge is critical for organisational effectiveness and competitive advantage. Knowing that you know, knowing what you know, and knowing that you do not know, are critical aspects of knowledge management. Increasing emphasis is placed on the need to identify and use tacit knowledge, as well as explicit knowledge. This discussion examines the unique role of narrative (in the form of storytelling) in eliciting tacit knowledge (including tacit meta‐knowledge) in the sensemaking of organisations.

The purpose of this paper is to show the relationship between lesson study (LS) and the reconstruction of teacher dispositions (practical knowledge).

This work consists of an exhaustive qualitative study, analysis and interpretation of the practical knowledge of an infant school teacher before and after her participation in a training process based on LS.

This work offers a response to this resistance to change and to progress in education. It demonstrates the potentiality of LS for the transformation of schools in the twenty-first century and the construction of a reflected, shared, emerging pedagogical capital for teachers.

The analysis focusses on practical knowledge (knowledge-in-action, (Schön, 1998); implicit theories (Pozo, 2006; Marrero, 2009); phronesis (Kinsella and Pitman, 2012); tacit knowledge (Contreras and Pérez de Lara, 2010)) because in accordance with the latest theories deriving from cognitive neuroscience, most of the resources the authors use in their action come from unconscious mechanisms. Hence, the procedures and mechanisms of qualitative research have been used to carry out in-depth analysis through prolonged daily observation of practice under a series of previously established dimensions (knowledge, skills, attitudes, values and emotions).

The notion of tacit knowledge is mostly discussed with regard to experts’ knowledge (Sternberg et al., 1995). It is less discussed in the context of interpersonal interactions, which are very common in organizations and in certain occupations (e.g. negotiations and therapy). The limited reference to this aspect is due to the lack of appropriate methodologies. This study aims to deal with this lacuna; specifically, how to elicit tacit knowledge in professions based on interpersonal interactions.

A case study was chosen to demonstrate the use of symbolic interaction key concepts (Goffman, 1959) as a method to evoke tacit knowledge. The information was gathered from interviews conducted among 20 business negotiation experts. The “onion” model (Asher and Popper, 2019) was used as a tool to analyze various layers of tacit knowledge.

The suggested framework enabled the exploration and characterization of tacit knowledge in professions based on interpersonal interaction, which would not have otherwise emerged.

As interpersonal interaction is a complex and abstract occurrence, the authors propose a conceptual framework (symbolic interaction), which allows for the characterization of such occurrences and a tool (the “onion” model) that allows for the classification of the elicited tacit knowledge.

The study suggests an original framework, which enables the identification and analysis of tacit knowledge in a context that is very common in organizations but is, yet, partially explored – personal interactions. The use of the suggested framework can possibly bridge the gap between unconscious personal learning and knowledge that can be used at the organizational level.

The purpose of this paper is to consider knowledge from a new perspective that permits a rational analysis and interpretation of knowledge as it applies to learning and action in simple, complicated and complex situations.

This paper provides a fine‐grain analysis of knowledge. Specifically it looks at: the special relationship between knowledge and information (Kn_I and Kn_P); knowledge types, the characteristics of knowledge used for different types of work; and levels of knowledge in terms of surface, shallow and deep. Following a discussion of knowledge from the these three frames of reference, this model is used to explore similarities in levels of learning, then it is applied to the complexity of situations, the complexity of making decisions and the complexity of actions.

There appears to be a correlation among the levels of knowledge and the corresponding levels of learning and action. In addition, the breakdown of systems into the classic three areas of simple, complicated and complex carry over into the three corresponding levels (surface, shallow and deep) as applied to learning and knowledge.

This is a new frame of reference for considering knowledge. This analysis can be used to ask relevant questions about specific levels of knowledge. It also enables managers to recognize the scope and depth of knowledge available to maximize problem solving, decision making and action in simple, complicated and complex situations. Further, it permits knowledge developers to tailor learning and knowledge to improve knowledge sharing and conservation.

This paper seeks to sharpen the concepts of tacit, implicit and explicit knowledge by linking them to findings from cognitive psychology and memory science and thus finding a possibility for measuring non‐explicit knowledge.

A review of KM and cognitive science literature leads to a dimensional model of knowledge types that links the concepts from KM to more specific concepts from psychology. One central assumption of the model was empirically tested and put into practice in one small‐scale KM project.

The concepts in KM can be linked to concepts from psychology and thus receive theoretical support. The developed model enables psychometric access to a part of non‐explicit knowledge through structural assessment techniques. Furthermore, the model has proven to be of value in a practical application in KM.

The experiment and the practical application are too small in scope to provide full support for the model. Further research is required.

A fraction of non‐explicit knowledge can be measured with structural assessment techniques. This can be used in the quantitative evaluation of KM projects as these techniques allow the quantification of individual knowledge increase. Furthermore, a detailed analysis of individual project‐relevant knowledge is useful for post‐project analysis.

The paper integrates findings from several scientific fields for use in KM and presents a novel view of classic KM concepts. The developed model is of importance to both researchers and practitioners.

The purpose of this paper is to investigate how R&D originality functions in an open innovation process after the introduction of knowledge spillovers (KSs).

To examine the research framework, the authors use hierarchical regression based on questionnaire data from 211 emerging enterprises in China.

Consistent with the proposed framework, the authors find that the KS effect mediates the positive relationship between openness and innovation performance. In addition, R&D originality weakens the impact of the KS effect on innovation performance.

One limitation is that the questionnaire survey the authors choose for data collection has some natural defects; furthermore, the testing method and research framework need to be improved.

Several implications of the findings for managerial practices are discussed.

First, the research expands the existing theoretical construct by introducing the KS effect into the open innovation process; second, the authors reveal the negative impact of R&D originality on the open innovation process.

The purpose of this study is to expand on previous research conducted by Hornsby et al. that examined the corporate entrepreneurship internal factor of managerial attitude.

This paper develops and tests a group level factor of knowledge, the explication of tacit knowledge and a factor of managerial attitude, namely leadership support that is inherently multi‐level in nature.

Leadership support is significant at both the dyad level and at the group level of analysis. Ordinary least squares regression supported the main hypothesis, that leadership support has a direct positive impact on explication of tacit knowledge.

Successfully testing the group level significance of leadership support has implications for future research because it is considered an individual level variable. Developing and testing the explication of tacit knowledge construct contributes to research on knowing in organisations because it provides a metric that is an indicator of the explication of tacit knowledge.

These research findings have management implications for the way local government creates innovative top management teams to facilitate local economic and community development.

This paper represents an early contribution to the literature.

Explains a process the authors have enacted several times for facilitating organizational self‐reflection, which they call “reflective inquiry”. Shows how the process is based on the authors’ current understanding of the concept referred to as organizational learning. Finally, advocates future participatory action research whereby organizational learning theory is tested and modified through the design, enactment and observation of further processes; these processes, in turn, should be designed based on current understandings of organizational learning.