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Tacit knowledge is even more subtlety disseminated -- it may not be explicitly articulated; the knowledge is found in between the lines of documents or conveyed socially in a nonverbal manner. For example, within some organizations there may be the tacit knowledge that no women with children are promoted past a certain level. This is never stated explicitly, as to do so would be illegal, but it is obvious from the leadership of the organization, the corporate culture in which employees are forced to work many long hours into the night, and the unstated expectation that employees will direct most of their personal efforts towards advancing the firm rather than to personal pastimes.
These forms of knowledge 'flow' through various channels in different ways, and can be communicated through a variety of different media -- explicit and implicit knowledge can be conveyed in a purely synchronous fashion (through live or video meetings); tacit knowledge is not communicated as explicitly. Most knowledge is conveyed and flows through different types of media and asynchronous as well as synchronous sources -- for example, the expectation of a bonus may be obliquely referred to in meetings, emails, and by implication through lower salaries...
Tacit knowledge might be conveyed through office policies, socially-expressed attitudes (including jokes) and other ways which cannot be put on paper (such as silent, cold-shoulder disapproval when a mother leaves early to tend to a sick child at home). Knowledge may differ in form of codification, rendering, degree of abstraction and "ability to enable actions and decisions" but the most abstractly codified messages are often the most powerful, because they are the most difficult to permanently change (Newman & Conrad 1999:6).
References
Abdullah, Rusli. Mohd Hasan Selamat, Shamsul Sahibudin, & Rose Alinda Alias. (2005).
A framework for knowledge management system implementation in collaborative environment for higher learning institution. Journal of Knowledge Management Practice. Retrieved April 7, 2011 at http://www.tlainc.com/articl83.htm
Newman, Brian & Kurt W. Conrad. (1999). A framework for characterizing knowledge management methods, practices, and technologies. The introduction to knowledge management. Retrieved April 7, 2011 at http://www.km-forum.org/KM-Characterization-Framework.pdf
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