Skip to main content
SpringerLink
Log in

Knowledge Articulation

  • Living reference work entry
  • First Online:
The Palgrave Encyclopedia of Strategic Management

Abstract

Knowledge articulation involves the conversion or extraction of tacit knowledge from individuals into explicit and more generic knowledge through collective efforts. We identify three properties of knowledge articulation: (1) it eases diffusion and replication in and between organizations; (2) it is conducive to complex problem-solving; (3) it involves the creation of new knowledge. We posit four challenges for research and practice concerning knowledge articulation: (1) understanding the relation between individual and collective processes; (2) distinguishing between knowledge articulation and knowledge codification; (3) delineating the content and processes of knowledge articulation; (4) explicating the limits of knowledge articulation.

This entry was originally published on Palgrave Connect under ISBN 978-1-137-49190-9. The content has not been changed.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution

Institutional subscriptions

Similar content being viewed by others

References

  • Argyris, C. 1986. Skilled incompetence. Harvard Business Review 64: 74–79.

    Google Scholar 

  • Baumard, P. 1999. Tacit knowledge in organizations. London: Sage.

    Google Scholar 

  • Boisot, M. 1993. Convergence revisited: The codification and diffusion of knowledge in a British and a Japanese firm. Journal of Management Studies 1: 159–190.

    Google Scholar 

  • Enberg, C., L. Lindkvist, and F. Tell. 2006. Exploring the dynamics of knowledge integration. Management Learning 37: 143–165.

    Article  Google Scholar 

  • Foray, D., and W.E. Steinmueller. 2003. The economics of knowledge reproduction by inscription. Industrial and Corporate Change 12: 299–319.

    Article  Google Scholar 

  • Gavetti, G. 2005. Cognition and hierarchy: Rethinking the microfoundations of capabilities’ development. Organization Science 16: 599–617.

    Article  Google Scholar 

  • Håkanson, L. 2007. Creating knowledge: The power and logic of articulation. Industrial and Corporate Change 16: 51–88.

    Article  Google Scholar 

  • Hedlund, G. 1994. A model of knowledge management and the N-form corporation. Strategic Management Journal 14: 73–90.

    Google Scholar 

  • Lazaric, N., P.-A. Mangolte, and M.-L. Massué. 2003. Articulation and codification of collective know-how in the steel industry: Evidence from blast furnace control in France. Research Policy 32: 1829–1847.

    Article  Google Scholar 

  • Leonard-Barton, D. 1992. Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management Journal 13: 111–125.

    Article  Google Scholar 

  • Levinthal, D.A., and J.G. March. 1993. The myopia of learning. Strategic Management Journal 14: 95–112.

    Article  Google Scholar 

  • Levitt, B., and J.G. March. 1988. Organizational learning. Annual Review of Sociology 14: 319–340.

    Article  Google Scholar 

  • Lindkvist, L. 2005. Knowledge communities and knowledge collectivities: A typology of knowledge work in groups. Journal of Management Studies 42: 1189–1210.

    Article  Google Scholar 

  • Mason, K.J., and S. Leek. 2008. Learning to build a supply network: An exploration of dynamic business models. Journal of Management Studies 45: 774–799.

    Article  Google Scholar 

  • Nonaka, I. 1991. The knowledge-creating company. Harvard Business Review 69: 96–104.

    Google Scholar 

  • Nonaka, I., and H. Takeuchi. 1995. The knowledge creating company. Oxford: Oxford University Press.

    Google Scholar 

  • Nonaka, I., and G. von Krogh. 2009. Tacit knowledge and knowledge conversion: Controversy and advancement in organizational knowledge creation theory. Organization Science 20: 635–652.

    Article  Google Scholar 

  • Polanyi, M. 1958. Personal knowledge: Towards a post-critical philosophy. Chicago: University of Chicago.

    Google Scholar 

  • Prencipe, A., and F. Tell. 2001. Inter-project learning: Processes and outcomes of knowledge codification in project-based firms. Research Policy 30: 1373–1394.

    Article  Google Scholar 

  • Romme, A.G.L., M. Zollo, and P. Berends. 2010. Dynamic capabilities, deliberate learning and environmental dynamism: A simulation model. Industrial and Corporate Change 19: 1271–1299.

    Article  Google Scholar 

  • Tsoukas, H. 2009. A dialogical approach to the creation of new knowledge in organizations. Organization Science 20: 941–957.

    Article  Google Scholar 

  • Tsoukas, H., and E. Vladimirou. 2001. What is organizational knowledge? Journal of Management Studies 38: 973–993.

    Article  Google Scholar 

  • Winter, S.G., and S.G. Szulanski. 2001. Replication as strategy. Organization Science 12: 730–743.

    Article  Google Scholar 

  • Zahra, S., A.P. Nielsen, and C.W. Bogner. 1999. Corporate entrepreneurship, knowledge, and competence development. Entrepreneurship Theory and Practice 23: 169–189.

    Google Scholar 

  • Zollo, M., and S.G. Winter. 2002. Deliberate learning and the evolution of dynamic capabilities. Organization Science 13: 339–351.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Department of Management and Engineering, KITE Research Group, Linkoping, CA, SE-58183, USA

    Fredrik Tell

Authors
  1. Fredrik Tell
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Fredrik Tell .

Editor information

Editors and Affiliations

  1. Stanford University , Stanford, California, USA

    Mie Augier

  2. Tusher Ctr Intellectual Capital, University of California Tusher Ctr Intellectual Capital, Berkeley, California, USA

    David J. Teece

Copyright information

© 2016 The Author(s)

About this entry

Cite this entry

Tell, F. (2016). Knowledge Articulation. In: Augier, M., Teece, D. (eds) The Palgrave Encyclopedia of Strategic Management. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-349-94848-2_318-1

Download citation

  • DOI: https://doi.org/10.1057/978-1-349-94848-2_318-1

  • Received:

  • Accepted:

  • Published:

  • Publisher Name: Palgrave Macmillan, London

  • Online ISBN: 978-1-349-94848-2

  • eBook Packages: Springer Reference Business and ManagementReference Module Humanities and Social SciencesReference Module Business, Economics and Social Sciences

Publish with us

Policies and ethics

Search

Navigation