Explicit and tacit knowledge are mutually constitutive. Doctors utilise both explicit and tacit knowledge, for example, they may follow manuals and have specific operational procedures, however they still need a feel for the equipment (particularly in surgery) and have to adapt to differing circumstances or use knowledge gained from past experiences. This point exemplifies that whilst explicit knowledge does capture and present particular forms of data, it does not represent the knowledge management solution. Technology must be interpreted and consumed in order for it to be successful.

Knowledge is important regardless of whether it is technical. Berger and Luckmann argue that all knowledge, including the most basic, taken-for-granted common sense knowledge of everyday reality, is derived from and maintained by social interactions. When people interact, they do so with the understanding that their respective perceptions of reality are related, and as they act upon this understanding their common knowledge of reality becomes reinforced. In conclusion, the role of ICT in knowledge management causes considerable controversy (Hendriks, 2001).

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Some authors believe that technology as part of the management solution, cannot make organizations more "knowledgeable" (Davenport and Prusak, 1998). Others suggest that an ICT-driven knowledge management approach stresses only the codifiable, explicit aspects of knowledge while ignoring the tacit aspects (Blackler, 1995) I personally believe that if common tacitness is established and the cognitive and community model are combined, then there is no reason why technology cannot facilitate ones knowledge.

Tacit knowledge is definitely as critical as explicit knowledge in the enhancement of an organisation. The advantages of explicit knowledge and tacit knowledge should be used to help offset the disadvantages of the other. Organisations are fully aware of ICT as a knowledge management solution as they keep investing in it. Information technology accounts for approximately 10 per cent of new capital equipment investments by US organisations.

(Sage and Rouse, 1999) In the long run, organisations that successfully implement technology will not only be more effective at leveraging knowledge but also they will become better learning organisations. The combination of tacit and explicit knowledge will allow organisations to develop and apply new knowledge faster and more extensively those organisations that do not manage knowledge.