But there is more than this. With respect to earlier, more scientific approaches to
knowledge, from western epistemology to artificial intelligence, the knowledge
movement has brought the new awareness that organizational knowledge is
something inherently fluid and elusive, so inextricably linked with humans that
people very often take it away once they leave the place; something that defeats
being captured by rules and formulas and that comes in many different shapes and
forms, one form dynamically transmuting into another. In particular, we have
learned to distinguish between explicit knowledge and tacit knowledge (Nonaka and
Takeuchi 1995).