AN EXPLORATORY STUDY ON THE EFFECTIVE UTILIZATION OF TACIT KNOWLEDGE FOR ORGANIZATIONAL COMPETENCIES

Knowledge management (KM) is the process of capturing, developing, sharing, and effectively using organizational knowledge. As it's rightly pointed out it refers to a multi-disciplined approach by making the best use of knowledge to achieve organizational objectives. The immediate issue to be addressed is to capture and share tacit knowledge that is in invisible form in culture. Currently, the various changes taking place in the workforce have posed challenges to organizations with regard to continuous learning and to the updating of employees' competencies. Further, the overall managing of one's own job requires competencies that are tacit in nature, such as appropriate ways of managing social interaction and communication as well as knowledge related to work processes; these tacit competencies are only to be learned in an environment that encourages social exchanges. This paper focusses on how tacit knowledge is captured and shared and in turn its impact on organizational competencies. It also suggests model framework of organizational culture's impact on improving the competencies of organization through tacit knowledge.