Tacit knowledge

Linda Rouleau and Charlotte Cloutier

Chapter 2.42 in Elgar Encyclopedia of Strategy as Practice, 2025, pp 270-274 from Edward Elgar Publishing

Abstract: The majority of strategic management theories and models reflect explicit and codified knowledge that has been generalized from broad empirical observation. For strategy practitioners to know which theories or models to apply, and when to apply them in a given context, requires flexibility, contextual knowledge, and judgment. This in turn depends on practitioners’ capacity to mobilize their tacit knowledge about how to plan and implement complex strategic decisions. This is why it is important for strategy-as-practice scholars to consider tacit knowledge when studying strategizing even though few have done so to date (Rouleau & Cloutier, 2022). This is understandable since tacit knowledge – by definition – is difficult to verbalize and communicate. Despite this, we contend that it is possible to access traces of tacit knowledge or to infer its existence, which presents interesting avenues for further advancing strategy-as-practice research.

Keywords: Tacit Knowledge; Strategy Work; Learning; Non-Verbal; Experiential Knowledge; SAP (search for similar items in EconPapers)
Date: 2025
ISBN: 9781035315956
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