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Understanding Organisational Knowledge

While the literature is replete with knowledge categorisations and consultants’ panaceas for knowledge management, there have been few attempts to research organisations’ knowledge stocks. To redress this, the research reported here investigates knowledge management in a UK public body. Five categories of knowledge are identified and their interactions explained through the development of a knowledge model. This demonstrates the untapped value of tacit knowledge held individually or collectively in project teams. Sharing this knowledge outside teams is restricted by inadequate information systems, motivation and culture. The model is contrasted with existing models of knowledge.