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According to many authors, differences in firm performances are increasingly attributed to tacit knowledge that cannot easily be transmitted or imitated. On the other hand, current quality management models knowledge typically relates only to people. Situations, in which knowledge that is related to people is not available, sufficient, reliable or lucrative for application, are not considered. This paper aims to investigate how to overcome this gap.

Based on the adopted classification, types of knowledge typically present in an organisation are identified, and are discussed. Techniques for acquiring and formalising tacit knowledge are explored, and related criteria are defined. Particular attention is shown to knowledge management and artificial intelligence techniques.

A new approach to quality management called deep quality concept (DQC) is conceptualised, and …