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hal.structure.identifierDauphine Recherches en Management [DRM]
dc.contributor.authorArduin, Pierre-Emmanuel
hal.structure.identifierLaboratoire d'analyse et modélisation de systèmes pour l'aide à la décision [LAMSADE]
dc.contributor.authorGrundstein, Michel
hal.structure.identifierLaboratoire d'analyse et modélisation de systèmes pour l'aide à la décision [LAMSADE]
dc.contributor.authorRosenthal-Sabroux, Camille
dc.date.accessioned2017-10-19T14:56:09Z
dc.date.available2017-10-19T14:56:09Z
dc.date.issued2012
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/16781
dc.language.isoenen
dc.subjectKnowledge Managementen
dc.subjectCollaborative Decision Makingen
dc.subjectTacit Knowledgeen
dc.subjectIncommensurabilityen
dc.subjectInterpretative frameworken
dc.subjectEthnographic Workplace Studyen
dc.subject.ddc003en
dc.subject.classificationjelD.D7.D70en
dc.titleConsidering tacit knowledge when bridging knowledge management and collaborative decision makingen
dc.typeCommunication / Conférence
dc.description.abstractenThis 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.en
dc.identifier.citationpages62-70en
dc.relation.ispartoftitleProceedings of the EWG-DSS Liverpool-2012 Workshop “Decision Support Systems & Operations Management Trends and Solutions in Industries“en
dc.relation.ispartofeditorDargam, Fátima
dc.relation.ispartofeditorDelibasic, Boris
dc.relation.ispartofeditorHernández, Jorge
dc.relation.ispartofeditorLiu, Shaofeng
dc.relation.ispartofeditorRibeiro, Rita
dc.relation.ispartofeditorZaraté, Pascale
dc.relation.ispartofpublnameUniversity of Liverpool Management Schoolen
dc.relation.ispartofpublcityLiverpoolen
dc.relation.ispartofdate2012
dc.relation.ispartofpages157en
dc.subject.ddclabelRecherche opérationnelleen
dc.relation.ispartofisbn978-0-9561122-4-8en
dc.relation.conftitleEWG-DSS Liverpool-2012 Workshop “Decision Support Systems & Operations Management Trends and Solutions in Industries“en
dc.relation.confdate2012-04
dc.relation.confcityLiverpoolen
dc.relation.confcountryUnited Kingdomen
dc.relation.forthcomingnonen
dc.description.ssrncandidatenonen
dc.description.halcandidatenonen
dc.description.readershiprechercheen
dc.description.audienceInternationalen
dc.relation.Isversionofjnlpeerreviewednonen
dc.relation.Isversionofjnlpeerreviewednonen
dc.date.updated2017-09-06T12:53:49Z
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