Knowledge loss forced organizations to develop knowledge capture programs. Yet captured knowledge proved deficient in quality, due in part to lack of integration of quality management throughout the capture process. This book presents the outcome of a case study that explored the impact of integrating quality management into the tacit knowledge capture process. The study framed around Polanyi’s theory of tacit knowing proves the perfect management companion. From a social perspective, implementation of a model that encompasses personality and quality could improve the decision-making process.
