Abstract
Our goal in this paper is to understand, in the light of intuition and emotion, the problem-finding and value judgments by organisational members that are part of organisational knowledge creation. In doing so, we emphasise the importance of embodied knowledge of organisations as an explanatory concept. We propose ways of approaching intuition and sense of value as these are posited as objects of research. Approaches from the first, second, and third-person viewpoints result in a deeper grasp of embodied knowledge of organisations. Important in organisational knowledge creation is embodied knowledge of organisations, which has a bearing on problem-finding before any problem-solving or decision making takes place, and on value judgments about the importance of problems that have been found. This article proposes the concept of embodied knowledge, and, by introducing it, gives a profound understanding of that facet of organisational knowledge creation characterised by tacit knowledge held by organisational individuals.
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Matsudaira, Y., Fujinami, T. (2009). The Concept of Embodied Knowledge for Understanding Organisational Knowledge Creation. In: Lytras, M.D., Ordonez de Pablos, P., Damiani, E., Avison, D., Naeve, A., Horner, D.G. (eds) Best Practices for the Knowledge Society. Knowledge, Learning, Development and Technology for All. WSKS 2009. Communications in Computer and Information Science, vol 49. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-04757-2_29
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DOI: https://doi.org/10.1007/978-3-642-04757-2_29
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