These perspectives all propose that organisations have different types of knowledge and that identifying and examining these will lead to more effective means of generating, sharing and managing knowledge in organisations.
However, Tsouskas (1996) characterised such perspectives as ‘taxonomic’ and argues that typologies of knowledge are marked by ‘formistic’ type of thinking as typologies are based on the assumption that observerable systematic similarities and differences exist between objects of study. He further explains that as tacit and explicit knowledge are mutually constituted – they should not be viewed as separate types of knowledge. Tacit knowledge is a necessary component of all knowledge; it is not made up of discrete means which may be grounded, lost or reconstituted – tacit and explicit knowledge are inseparably related.
According to Tsoukas (2001:976) organisational knowledge is the capability that members of an organisation have developed to draw distinctions in the process of carrying out their work, in particular in concrete contexts, by enacting sets of generalisations whose applications depends on historically evolved collective understandings.
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