Perspectives on knowledge in innovation management – some steps toward developing a framework for tacit knowing Online publication date: Tue, 17-Jan-2012
by Håvard Åsvoll; Lars Øystein Widding
International Journal of Management Concepts and Philosophy (IJMCP), Vol. 5, No. 4, 2011
Abstract: This paper outlines a framework for how tacit knowing can be managed by an innovation manager in the process of radical innovation. The tacit knowing perspective is discussed in terms of dynamic knowledge aspects such as proposition, skill and familiarity. Tacit knowing is compared with two other influential views of knowledge in relation to innovation management: the positivistic and externalised perspectives. In light of the tacit knowing perspective an instrumental case study of Steve Jobs as an innovation manager for the Mac project is presented. The instrumental case suggests that focus on potentially dynamic and artful execution of knowledge aspects may be of importance in the management of radical innovation. This can also be considered a challenge to the positivistic ideal of knowledge, and questions the dichotomised tacit-explicit dimension of knowledge in management research.
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