A reflection on the paper about “Tacit knowledge management” by Ribeiro, R., (2013)

The concept of tacit knowledge which can be simply put as the knowledge that cannot easily be articulated into words was first presented by Polanyi when he stated, “we know more than we can tell” (Polanyi, 2001). If a metaphor of an iceberg is used for a knowledge possessed by an individual, then the tip of the iceberg can be represented as the individual explicit knowledge and the remaining invisible part can be represented as the individual’s tacit knowledge. In recent years organizations have started to realize the significance of this type of knowledge and consider its management of strategic importance. 

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Postdoc position on model driven systems integration

Europe aims to develop an efficient transportation system with less congestion and fewer emission. For a competitive transport system, Europe is investing on its rail transport targeting an interoperable system for which proper integration of the available infrastructures is indispensable. The project offers you a position to contribute to these forward-thinking goals.

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Role of the organizational context in tacit knowledge management

Proper management of Tacit Knowledge (TK) requires a clear understanding of the organizational context. This was demonstrated by Evangelista and Hau, (2009) where they investigated the role of different organizational factors such as management commitment, teamwork, relationship strength and cultural distance on the acquisition of explicit and tacit know-how. Their results indicate that different factors have different effects on explicit and tacit learning and acquisition of each requires different strategies. 

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The impact of mental models on team decisions

Mental models are a widely accepted source why decision-makers fail to make effective decisions. The concept of mental models was first introduced in the mental model theory (Johnson-Laird, 1983), defining mental models as a medium for mental representation by manipulating mental objects (making decisions) to solve a problem at hand. (Senge, 1990) makes use of the mental model concept in his research on “the learning organization”, where he defines mental models as “deeply ingrained assumptions, generalizations, or even pictures or image that influence how we understand the world and how we take action. Very often we are not consciously aware of our mental models or the effect they have on our behavior” (Senge, 1990), p.8.

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Risk management in development projects, Prof. Dr. Halman – my thoughts to the lecture from a decision-making perspective

During the course Safety by Design I followed an interesting guest lecture given by prof. dr. Halman, who introduced his field of expertise: risk management in innovation projects and how to optimize decision-making in these projects. Especially, from a decision-making point of view relevant conclusions can be drawn. In the following I present my own thoughts to prof. Halman’s lecture and connect it to other literature findingsin decision-making. The lecture slides of prof. dr. Halman presentation can be found here:


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