Abstract (EN)

This paper introduces ways for considering tacit knowledge when bridging knowledge management and collaborative decision making. The presented approach relies on unexpected theories in the area of collaborative decision making such as ethnographic workplace study and incommensurability of interpretative frameworks seen as the source of communication breakdown within collaborative decision making.The bridge between knowledge management and collaborative decision making can now be considered as accepted as a source of improvements by the organizations. Collaborative tools or ontologies, several things are done to promote collaborative decision making through knowledge management.However, knowledge management is not reduced to its technological approach, which rests on the codification of explicit knowledge and neglects its tacit dimension. We propose in this paper to discuss three view points for considering tacit knowledge when bridging knowledge management and collaborative decision making, which have been developed relying on the presented background theories. These view points are currently tested within several large companies, and could be improved in future works.