Knowledge transformation among virtually‐cooperating group members

Purpose The purpose of this paper is to present how in a virtual setting a cooperating group of individuals could transform their tacit knowledge, and what is the necessary infrastructure needed for such transformation. Design/methodology/approach The paper highlights the different perspectives on knowledge as well as its classification and perception by researcher's to‐date. It also examines current theoretical questions of knowledge management and knowledge transformation. Opinions and ideas are introduced as the easier parts of tacit knowledge that can be transformed into explicit form. The paper also introduces a knowledge management definition, which presents three phases for managing knowledge among virtually cooperating group members. Findings The paper has the following items as vital for knowledge transformation among virtual group members: a definition for knowledge management among group members; adoption of classification of knowledge as explicit, embodied, and not‐yet‐embodied (Scharmer); and opinions and ideas as the parts of tacit knowledge which could be easily transformed. Originality/value Knowledge management and knowledge transformation have been addressed in the literature at the organizational level. The paper addresses these issues from a group level and introduces definition, concepts, and ideas that form the backbone of such management and transformation. The points raised are expected to be of interest to researchers working on knowledge management and transformation among virtually cooperating group members.