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dc.contributor.authorSlettli, Victoria Konovalenko
dc.contributor.authorSinghal, Arvind
dc.date.accessioned2018-02-13T11:11:28Z
dc.date.available2018-02-13T11:11:28Z
dc.date.created2017-04-27T12:31:08Z
dc.date.issued2017
dc.identifier.citationElectronic Journal of Knowledge Management. 2017, 15 (1), 48-58.nb_NO
dc.identifier.issn1479-4411
dc.identifier.urihttp://hdl.handle.net/11250/2484335
dc.description.abstractOften the answer to solving complex social problems already exists in the community as some type of tacit knowledge, but it is hidden from plain view. By demonstrating how tacit indigenous knowledge can be identified and amplified through a problem-solving approach known as Positive Deviance (Singhal et al., 2014), this article contributes to the understanding of the knowledge externalization process (Nonaka, 1994). The Positive Deviance (PD) approach is premised on the belief that in every community there are certain individuals or groups whose uncommon behaviours and strategies enable them to find better solutions to problems than their peers, while having access to the same resources. We propose five stages for the identification and amplification of the tacit knowledge in the PD approach. The first stage concerns awareness and breakout of the community “mental prisons.” The second stage refers to identifying the positive deviants—the carriers of the authentic experience and valuable tacit knowledge. The third stage suggests creation of particular conditions to facilitate the “paradigm shift”. The fourth stage indicates self-discovery as the mechanism of knowledge transfer. Finally, the fifth stage highlights the importance of social proof as the justification mechanism for the adoption of self-discovered knowledge as community members embrace the new practice. Through an analysis of two highly effective PD implementations in Vietnam and Argentina, we show how unearthing of tacit knowledge is fundamental to the PD approach, and represents a source of creativity and inspiration for finding efficacious solutions.nb_NO
dc.language.isoengnb_NO
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 Internasjonal*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/deed.no*
dc.subjecttacitnb_NO
dc.subjectknowledgenb_NO
dc.subjectexternalizationnb_NO
dc.subjectamplificationnb_NO
dc.subjectpositivenb_NO
dc.subjectdeviancenb_NO
dc.subjectmanagementnb_NO
dc.subjectpraxisnb_NO
dc.subjectknowledge management praxisnb_NO
dc.subjectpositive deviancenb_NO
dc.subjectknowledge amplificationnb_NO
dc.subjecttacit knowledgenb_NO
dc.titleIdentification and Amplification of Tacit Knowledge: The Positive Deviance Approach as Knowledge Management Praxisnb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.description.versionpublishedVersionnb_NO
dc.source.pagenumber48-58nb_NO
dc.source.volume15nb_NO
dc.source.journalElectronic Journal of Knowledge Managementnb_NO
dc.source.issue1nb_NO
dc.identifier.cristin1466907
cristin.unitcode209,98,60,1
cristin.unitnameInstitutt for organisasjons- og ledelsesfag
cristin.ispublishedtrue
cristin.fulltextoriginal
cristin.qualitycode1


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Attribution-NonCommercial-NoDerivatives 4.0 Internasjonal
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