tacit knowledge

Agile methods rely primarily on tacit knowledge and thus can not grow to become smart.

原本倚赖不明确知识的机灵方式是不可能转变成聪明的方式.

Small, collaborative teams of developers are able to share tacit knowledge about development processes.

小型的合作开发组能够共享有关开发过程的默认知识.

The other is tacit knowledge which is not easily visible and expressible.

而另一种知识是隐性知识,不容易看见和表达,它万全是个人知识,难于形式化.

Tacit knowledge is mainly contrast with conventional knowledge, which is called explicit knowledge.

隐含知识主要是针对传统的知识即外显知识提出来的.

Organizations routinely make multimillion - dollar decisions based heavily on the tacit knowledge of key individuals.

各组织日常做出几百万美元的决策在很大程度上是依据关键人物的无声知识.

Relational tacit knowledge will also always be with us.

因此相关联隐性知识也将永远伴随着我们.

The four phases are tacit knowledge identification, initiation, communication and integration.

四个阶段包括知识识别阶段 、 共享发起阶段 、 交流阶段和知识整合阶段.

Thirdly, this paper analyses tacit knowledge sharing vertically from the point of programming process.

然后, 文章从软件开发的整体过程的角度把握隐性知识共享的问题.

Based on the above analysis, the paper constructed the realization mechanism of tacit knowledge integration.

在此基础上, 本文构建了隐性知识整合的实现机制.

Therefore, promoting the tacit knowledge sharing among the programmers has important reality meanings.

因此, 促进开发人员之间隐性知识共享具有重要的现实意义.

The paper tries to open up some familiar tacit knowledge and analyze its negative influence.

本文试图指出隐藏在教育行为后的这类缄默知识,并分析它们的负面影响.

Develop means to capture tacit knowledge.

要设法获取隐形知识.

The flowing and converting of tacit knowledge is the key of enterprise knowledge management.

隐性知识的流动和转化是企业知识管理的关键所在.

These factors influence IT enterprises tacit knowledge sharing.

这些因素共同影响信息技术企业的隐性知识共享.

Tacit knowledge has long been ignored because it may only be understood, but not explained.

摘要默会知识因其“只可意会 、 不可言传”等特性而长期为人们所忽视.