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Difficulties in Diffusion of Tacit Knowledge in Organizations
Abstract
To manage intangible assets such as knowledge is perceived as an important capability for competition. One of the main matters for managing knowledge resources is diffusion of knowledge within organizations. Knowledge management needs different forms according to the possibility to code knowledge. Internal individual processes like experience and talent obtain tacit knowledge that is difficult to code. Therefore it cannot be managed and shared as explicit knowledge. To rely on personal tacit knowledge is risky. Conversion of tacit knowledge to explicit or at least ability to share it offers greater value to an organization. But what are the difficulties related to sharing tacit knowledge? Different difficulties are to be found related to perception, language, time, value and distance.
... Ces connaissances ont un caractère intangible et abstrait . Elles sont intégrées dans l'esprit cognitif , non articulées (Leonard et Swap, 2005; et difficiles à codifier et à documenter (Haldin-Herrgard, 2000;. Ce type de connaissances est donc difficile à partager au regard de leur manque de structuration externalisée . ...
... Ce type de connaissances est structuré, externalisé et conscient Mårtensson, 2000;. Ce sont des connaissances déjà formalisées par leurs détenteurs, validées et reconnues au sein de l'organisation (Haldin-Herrgard, 2000;Lejeune, 2005). Elles se retrouvent, entre autres, au sein de documents écrits (livres, codes, procédures, mémos, intranet, etc.) utilisés sur les lieux de travail et servent au développement professionnel des employés Haldin-Herrgard, 2000). ...
... Ce sont des connaissances déjà formalisées par leurs détenteurs, validées et reconnues au sein de l'organisation (Haldin-Herrgard, 2000;Lejeune, 2005). Elles se retrouvent, entre autres, au sein de documents écrits (livres, codes, procédures, mémos, intranet, etc.) utilisés sur les lieux de travail et servent au développement professionnel des employés Haldin-Herrgard, 2000). Selon Elyachar (2012), les connaissances tacites peuvent être codées, transmises et même converties en connaissances explicites, grâce à des mécanismes formels. ...
The pyramid of age at the level of OECD countries members has a reversed structure with regard to the aging of populations and Quebec is no exception to this reality. This situation has repercussions on the job market and particularly among managers in the public sectors in Quebec who are retiring massively each year. For public sector organizations, the massive retirement of managers poses significant problems related to the potential loss of knowledge, especially tacit knowledge, developed and held by experienced managers and highlights the need for their management and sharing in order to accelerate the development of skills for emerging managers. The main objective of this thesis is to identify the determinants of the management and sharing of tacit knowledge of managers, to analyze the tacit knowledge essential for strengthening the managerial skills of the next generation of managers and to determine the factors and conditions for the success of their sharing and acquisition within publics administrations in Quebec. This general objective is broken down into three specific objectives, namely: 1) making an inventory of research on managerial knowledge and on the determinants of its management and sharing; 2) identify the knowledge essential to strengthening the skills of young managers and the conditions and mechanisms promoting their sharing and acquisition; and finally, 3) empirically validate the determinants of sharing and acquiring the tacit knowledge of public managers in Quebec.
This thesis is made up of three articles which each respond to one of these specific objectives. The first article meets the first specific objective. Using a structured literature review method, 57 studies published between 1997 and 2016 were identified, codified and analyzed. The results show that an average of 3.2 publications per year were produced by 128 authors. A multiplicity of conceptualizations of managers' knowledge, of their management and of their sharing emerges. Several individual and organizational determinants of knowledge sharing for managers and their management have been identified.
The second article of this thesis responds to the second specific objective. By adopting a qualitative approach with 52 mentees and 11 mentors who participate in government mentoring program, this research shows that the tacit knowledge transferred to young managers concerns the public service environment, management and self-perception as manager. In addition, the results show that for knowledge sharing to be effective, the mentoring relationship must be structured and flexible and that the actors of the dyad must use deductive and inductive approaches, simulation, observation, support and application of the knowledge received followed by feedback.
The last article responds to the third specific objective. By analyzing data from a survey of 202 managers working in the federal public service, whose offices are located in Quebec and using two binary logistic regression models, this research shows that the sharing of tacit knowledge is determined by the formalized structure of organizations, measurement of knowledge and intrinsic motivation of managers. Acquisition, on the other hand, is determined by a culture of collaboration.
Through these different results, this thesis contributes to a fairer understanding of the management, sharing and acquisition of tacit knowledge of public sector managers. We then speak of theoretical and practical contribution.
... Tacit knowledge is a personalization strategy that may or may not be expressed by an individual [4]. It is obtained by individual internal processes like experience, reflection, internalization, or individual talents, and it cannot be found in databases, textbooks, manuals, or internal newsletters for diffusion [5]. ...
... This knowledge is easily communicable and easy to store because such knowledge is codified [6]. Explicit knowledge can be stored technologically, like in handbooks or information systems [5]. The employees use knowledge hiding strategies such as playing dumb, evasive, and rationalized [3]. ...
... The data found from the field are supported by the theory, which states that employees do not share their knowledge because it is difficult to explain, and it cannot be written down or quantified. On the other hand, explicit knowledge is the knowledge that is possible to store digitally, like in handbooks or information systems [5]. It is in line with the interview result, which stated that employees do not want to share the knowledge they got in college because other employees can easily imitate this knowledge. ...
The study aims to understand the reasons behind knowledge hiding behavior. Knowledge hiding is a common phenomenon in organizations done intentionally by an individual to withhold or conceal knowledge that another has requested. Knowledge hiding becomes a contrarian behavior that violates the organization’s explicit and implicit social norms. The employee uses many types and strategies to hide their knowledge and reasons that triggered them to do knowledge hiding behavior. The research uses a qualitative method with a depth interview tool to understand employee reasons for hiding knowledge. Five informants with different biographical characteristics were involved in the research. The findings show that employees who hide their knowledge in tacit knowledge find it hard to explain their knowledge to others. An employee who hides his knowledge in the form of explicit knowledge does not want to share his knowledge because he is afraid of being imitated by others. Employees do some strategies in knowledge hiding behavior such as playing dumb, evasive hiding and rationalized hiding. The study results also differ in gender, age, educational level, and personality.
... According to a study performed by Ganguly, Talukdar, and Chatterjee (2019), among Indian industry representatives, different forms of social capital positively affect tacit knowledge sharing, leading to a superb quality of knowledge and innovation capability. Although tacit knowledge is noticed in organizations as an asset, past studies also point out that this knowledge is difficult to code and, thus, more challenging to manage and transfer (Haldin-Herrgard, 2000). This difficulty stems from the fact that tacit knowledge is accumulated mainly through experience, reflection, internalization, and personal talents. ...
... The closeness to other producers and tacit knowledge makes it easier to acquire new knowledge through networking and social relations (Cowan, 2005), and the geographical proximity to different types of knowledge base mediates social proximity and social capital for innovative performances (Chumnangoon et al., 2023). The locations offer the opportunity to build trust and facilitate meetings by transferring tacit knowledge (Haldin-Herrgard, 2000), increasing the availability of valuable knowledge for growth (Messeni Petruzzelli & Savino, 2014). ...
Embeddedness of artisan food markets in local socioeconomic settings is apparent and decisive in individual procedures, development and change. The paper argues that geography and location patterns affect artisan food producers in the context of knowledge availability. A sample of 704 Polish food producers are mapped using GIS, and in conjugation with current literature on tacit knowledge social capital, the implication for artisan food producers innovation capabilities is discussed. Results show that artisan food producers are different in their location patterns depending on the type of offered products. Apparent differences in location patterns strongly indicate that artisan food producers experience differences in tacit knowledge availability.
... Further, it is asserted that tacit component of knowledge is tough to estimate and express (Haldin-Herrgard, 2000). Therefore, there is a large amount literature which describes the tacit knowledge concept from diverse aspects. ...
... Third, realizing different ways by which improvement in self-productivity could be made, and fourth, management of career by exploring ideas or ways to improve the reputation. Furthermore, implicit knowledge inculcates cognitive and technical elements (Haldin-Herrgard, 2000). Technical component of implicit knowledge usually pertains to the personal skills of an individual and the cognitive dimension of the implicit knowledge refers to the beliefs that are deep rooted within an individual (Nonaka, 1994). ...
Purpose
The purpose of this study is to get an understanding regarding the clusters of middle management employees on the basis of their knowledge sharing behaviour. Designing knowledge sharing behaviors with a distinct focus for a specified group of employees can be an effective and productive one. As it is often argued that the cluster of employees labeled as “middle management” is the key player for knowledge sharing behaviors – a subject of this study that intends to contribute to management strategy to enhance organizational effectiveness and subsequently to its knowledge sharing phenomona.
Design/methodology/approach
Cluster analysis was adopted as key tool as a part of quantitative method to accumulate the data from 597 employees who are working within the middle management of service sector located in the union territory of India named Jammu and Kashmir.
Findings
Three distinct segments namely – “knowledge sharing adepts (KSA),” “knowledge sharing scrupulous (KSC)” and “knowledge sharing servitudes (KSE)” as the prime domains of knowledge sharing behavior are identified.
Research limitations/implications
To draw a narrow focus, the study was limited to the service sector of a union territory in India, hence the findings may not be generalized. Furthermore, as knowledge sharing behavior of individuals is always evolved out of social and historical practices, findings of this cross-sectional study should ideally be needed to be updated time to time through further research.
Practical implications
Cluster dynamicism of knowledge sharing behavior based on the differentiated and specified group of employee functions distinctly which in turn increases the organizational productivity with a particular focus on the mid-management of the service sector – a key managerial implication of this study.
Originality/value
To the best of the authors’ knowledge, this research paper is the first of its kind in Jammu and Kashmir adding value to the international literature in the area of knowledge sharing behaviors of service sector.
... Örtülü bilgi ise kişisel ve öznel olup kişilerin zihinlerinde yer almaktadır (Hisyam- Selamat & Choudrie, 2004). Örtülü bilgi deneyim, yansıma, içselleştirme veya bireysel yetenekler gibi içsel bireysel süreçlerle elde edilir (Haldin-Herrgard, 2000). ...
... Bir örgütün açık ve örtülü bilgi kaynakları bir buzdağına benzetilmektedir (Haldin-Herrgard, 2000). Yapılandırılmış, açık bilgi buzdağının görünen kısmını oluşturmaktadır. ...
... On the other side, the reinterpretation allows the combination of selected forms of past knowledge with several drivers to innovate. Following this argumentation, Haldin-Herrgard (2000) argued that the network structures act as a driver to innovate because they are more suitable for supporting diffusion of tacit knowledge. ...
... Exploring the paradox between innovation and tradition, our evidence suggested that the network, as factor of IC, is a critical determinant of social capital, which enhances the agribusiness firms to share, create and utilize the knowledge that let them to innovate and stay competitive on the market (Harrisson and Laberge, 2002;Nambisan and Baron, 2013;Solitander and Tidstr€ om, 2010). The network acts as mean of knowledge sharing (Berraies et al., 2020;Kamukama et al., 2011), especially tacit knowledge (Haldin-Herrgard, 2000;Marzo and Scarpino, 2016), where the network-members can absorb external knowledge resources from it (Vatamanescu et al., 2015;De Martino and Magnotti, 2018;Vrontis et al., 2021;Mart ın-de Castro et al., 2019). Our evidence revealed that joining Consortium lets the agribusiness firm members increase their operating, economic and social performance. ...
Purpose
The paper aims to investigate the role of the network in managing the tradition and innovation paradox in the agribusiness industry. In particular, this study aims to demonstrate that agribusiness firms can innovate through tradition by joining a network, to capture the way intellectual capital (IC) is created, shared and transformed.
Design/methodology/approach
The authors approached the study using the social capital conceptual framework, considering the network a critical determinant of social capital, which enhances the organization's ability to share, create and utilize knowledge. Then, the authors also employed the extended territorial strategy theory. The authors derived empirical evidence from companies belonging to the PGI-labeled Consortium of Pasta di Gragnano (Consortium). The authors used a quantitative approach, carrying out a panel data analysis.
Findings
The results suggested that belonging to Consortium had a positive impact on the operating performance, the financial performance and the environment where consortium firms operate. Thus, being part of a network helps firms to innovate in a traditional industry.
Research limitations/implications
The evidence of this work provided several implications for managers, IC community and the policy public. For managers, the authors observed that agribusiness firms can preserve their traditions through knowledge sharing with firms that operate in the same network. For IC community, the authors contributed to the debate on the social capital theory, arguing that the one area of IC that has received significant attention is the role of the network, which enhances the organization's ability to generate, share and apply knowledge effectively (Lin, 2017; Solitander and Tidström, 2010). Finally, the authors argued that policymakers should implement new reforms that facilitate the formation of networks, especially in socio-economic contexts where the unemployment rate is high.
Originality/value
This is the first study that employs quantitative analysis to investigate this paradox.
... In principle, the codified theory that public sector leaders gain through formal education and the technical experience that they gain over time in workplaces, constitute a structured, explicit knowledgebase to support expertise-based intuition in order to promote innovation in their organizations. However, also important is the tacit knowledge held by leaders, which is a critical contributor to effective management and organizational competitive advantage [47,49,50] for organizational innovation capacity [51]; knowledge sharing or diffusion [52,53]; teamwork [54]; and knowledge management [55,56]. However, the intangible nature of tacit knowledge can leave the decision-making of leaders susceptible to negative influences. ...
There is a pressing need for public administration leaders to exhibit expertise-based intuitive leadership traits for developing countries to respond to sustainability challenges. While the importance of explicit and tacit knowledge to underpin expertise-based intuitive decision-making is known, public service leaders of developing countries can lack these traits. It is necessary to explore the reasons for leadership skills gaps in order to define remedial actions, such as better executive development training. This study conducts 28 in-depth interviews with public administration leaders, managers, and executive training professionals in Pakistan to address the challenge of how to build expertise-based intuitive leadership traits in public administration leaders. The main findings highlight deficiencies in domain-specific knowledge and soft skills. Deficits in the formal training of leaders and the negative contribution of cultural preconditions both result in explicit and tacit knowledge gaps that undermine expertise-based intuitive decision-making. An "iceberg of expertise-based leadership" model is conceptualized, extending on previous models, to describe the intangible role that explicit and tacit knowledge play in the visible expression of leadership skills. The relevance of this model for the success of public sector-led initiatives for sustainable development is highlighted.
... The subject literature abounds with research and analyses into the dependencies between the surroundings and culture in general, such as the classic studies by Weber (2002), the analyses of the relationship between culture and the wealth of nations by Fukuyama (2001) and Landes (2000), and the comparative cross-cultural research by House, Inglehart, Hofsted, Trompenaars, and Hampden-Turner. The majority of researchers recognize the diffusion of values from the culture of societies to organizational culture (Haldin-Herrgard 2000). The inverse effect can also take place, however, to a lesser degree due to the size of the collective and powerfully rooted norms. ...
... Fourthly, we did not investigate the effects of interpersonal competition. Research has shown that unhealthy competition among employees can cause them to withhold knowledge [89]. Employees do this for a good reason: being a good organizational citizen can come at the cost of career opportunities and outcomes [79]. ...
... It is often a challenge to effectively transfer tacit knowledge to others, as it relies deeply on individual experiences and know-how. Organizations often face some obstacles when disseminating tacit knowledge through their members [14]. Despite the many obstacles faced, LL can only be effectively communicated and utilized within an organization through the dissemination of tacit knowledge [15]. ...
... Although these terms are often used interchangeably, reward and recognition systems should be considered separately. There is a close relationship between these systems and motivation (Szulanski, 1996;Haldin-Herrgard, 2000;Disterer, 2003). Providing adequate, fair, and timely rewards and recognition positively impact knowledge transfer (Lucas & Ogilvie 2006;Sandhu et al. 2014). ...
... Contrarily, tacit knowledge, which is stored in employees' minds and makes up a sizable portion of an organization's knowledge resources, is present only within the organization [11]. When comparing the organization's knowledge resources to an iceberg, explicit knowledge is the visible portion while tacit knowledge is the invisible portion [12]. ...
Knowledge Management (KM) is crucial to both commercial and academic activities ; it is more than relevant as it brings consequent benefits by fostering business innovation , performance and growth. Different knowledge management tools integrate different technologies to create, transfer, store and reuse knowledge, and connect people to support collaborative work. The problem is that people could be unsure of which KM approach to choose or which is better suitable. As a result, knowledge management tools need to be managed, So this study explore the relationship between KM tools and practices and different types of KM activities. Based on this study, user will be able to select the appropriate KM tools for each KM activity. We also leveraged the benefits of Classification Tree Method (CTM) to master the relationship between KM tools and different types of KM activities. Previous research has classified KM tools according to two characteristics: whether the type of these tools is simple or complex, and according to the KM activities, i.e. is one of these tools used in the creation, storage, transfer or reuse? Other researches consists on dividing the KM tools into six comparison items: KM tools for knowledge capitalization, for knowledge sharing, for knowledge retrieval, for consulting, for queries and for knowledge creation. In our study, we combined the research done previously to have a more general classification using several comparison criteria. We have taken use of the advantages of CTM to see in a clear and understandable way the relationship between KM tools and practices and different types of KM activities. The results can aid individuals in making the best KM tool selections for each activity.
... For this category, it is essential that communication shares material with individuals' own experiences. This means they are willing to share and capture tacit knowledge but also need explicit knowledge as support (Haldin-Herrgard, 2000;Joia & Lemos, 2010). They are communicative, requiring them to focus the discussion on their needs and motivations. ...
Knowledge is an integrated part of our lives. Companies' communication processes with consumers must focus on transferring and exchanging knowledge between the business and its consumers. This study evaluates the impact of rational, emotional, and spiritual knowledge in communication processes regarding the relationship with consumers such as CEOs, marketing managers, and sales managers. The increasingly frequent use of digital technologies in communication has created a switch in consumer communication. New technologies have shown the importance of using knowledge in communication strategies and the need to include the dynamics of knowledge in the messages sent to consumers. Each person possesses and uses rational, emotional, and spiritual knowledge. For each of our consumers, a proper balance exists that they need to engage in an action or make a decision. The study demonstrates the importance of rational knowledge in the decision-making process and underlines its importance for each category of consumers under investigation. Furthermore, the study reinforces a well-established premise in the literature: the importance of emotional and spiritual knowledge in establishing longterm and trustworthy relationships between consumers and businesses. The study makes a significant contribution from a theoretical point of view, providing concrete data that highlights the need to use the dynamics of knowledge in communication and the effects of its application in the relationship with consumers. From a practical point of view, the study offers companies a starting point in adapting communication with the consumer categories involved in the study.
... Fourthly, we did not investigate the effects of interpersonal competition. Research has shown that unhealthy competition among employees can cause them to withhold knowledge [89]. Employees do this for a good reason: being a good organizational citizen can come at the cost of career opportunities and outcomes [79]. ...
This study aims to investigate how to leverage knowledge sharing (KS) to boost team creativity among information technology (IT) professionals. We examine the effects of intrinsic and intangible extrinsic rewards on in-role and extra-role KS, which increases team creativity. We use data collected from 322 employees in 80 teams from organizations in the IT industry to test the research model and confirm the important roles of KS and motivational rewards. The two types of KS show different patterns in terms of their antecedents and outcomes. Specifically, in-role KS does not affect team creativity directly, while extra-role KS does. Intrinsic rewards significantly affect both in-role and extra-role KS, and the effect on the latter is greater. Image rewards have a greater effect on in-role KS than on extra-role KS. In addition, the two forms of intangible extrinsic rewards exhibit internalization. The study pioneers in addressing a pressing research gap by investigating and comparing the effects of the two types of KS—in-role and extra-role KS—on team creativity.
... Fourthly, we did not investigate the effects of interpersonal competition. Research has shown that unhealthy competition among employees can cause them to withhold knowledge [89]. Employees do this for a good reason: being a good organizational citizen can come at the cost of career opportunities and outcomes [79]. ...
... According to one approach, it is important to make tacit knowledge explicit in order to be able to share it. Another approach assumes that this knowledge should always remain intangible (Haldin-Herrgard, 2000). Outside the company, however, people do not have access to tacit knowledge. ...
The fifth chapter of the book Managing Learning Enterprises entitled “Knowledge Management: A Modern Core Competence” from the first part entitled “Characteristics of a Learning Enterprise” begins by pointing out that although many organizations and companies do not transform themselves into learning organizations, they cultivate their learning orientation and apply different learning approaches depending on their objectives, competencies, and strategies. In this context, the learning continuum is presented first, followed by the identification of four key dimensions of learning that should be managed by a Chief Learning Officer. In this context, numerous aspects have been identified that may be of particular interest to practitioners. The problem of knowledge management is then identified in terms of the need to stimulate the knowledge spiral, and suggestions for the transfer of tacit knowledge are presented. The problem of organizational amnesia is then explained, followed by the problem of orphaned knowledge and how it is created and how it can be relearned. The process of knowledge management as a process is then analyzed in detail.
... While impediments related to senders and recipients can be manageable, the characteristics of the knowledge to be transferred has effects that cannot be completely canceled out. The complexity of the technology and the degree of novelty decrease the scope for codification, incurring higher costs or requiring more time, and making it harder to transfer (Haldin-Herrgard, 2000). The growing body of research on the complexity of technology argues that complex technologies offer greater economic benefits (Mewes & Broekel, 2020), but are also more difficult to imitate (Rivkin, 2000) as well as more difficult (Sorenson et al., 2006) and slower (Balland & Rigby, 2017) to diffuse. ...
This paper addresses the research gap in understanding the role of intra-firm reverse technology transfers for building output versus innovation capabilities. While we understand that some firms use external sources to create new technology before they are able to build internal innovation capability, the role of bridging lack of innovation capability through internal reverse technology transfers has not been explored in this context. We analyze the technology transfer strategy in the case of Huawei Technologies through a mixed methods design combining quantitative survival analysis of patents and qualitative interviews to understand and contextualize its mechanisms. The results show that the company strategically transferred ideas for new and complex technologies from centers of state-of-the-art technology towards its domestic Chinese locations. Tapping into offshore innovation capability is done by hiring experienced personnel that transfers innovative ideas to China instead of developing new products abroad. We find that this systematic transfer of complex ideas enabled Huawei to build output capability by bridging its lack of domestic innovation capability. This might be a way for growing firms to become competitive on the world market before having to build innovation capability at home first.
... Nurturing a culture of creative learning is pivotal, particularly within business schools. This is especially important when we focus on management academics as the ones involved in sharing knowledge (Haldin-Herrgard 2000;Joia & Lemos, 2010;Mousa & Arslan, 2023). This claim was approved by an interviewee "Creative learning culture encourages faculty members to explore innovative concepts, challenge traditional notions, and experiment with fresh ideas". ...
This paper is a pioneering study to specifically analyze the determinants of tacit knowledge sharing among senior management educators working in Finnish universities of applied sciences. Based on in-depth interviews with 30 senior management educators, our findings reveal that tacit knowledge sharing in this context is influenced by multilevel factors (organizational, leadership and individual). We found that at individual level, trust and psychological safety linked to work environment are vital for tacit knowledge sharing. At organizational level, diversity, and inclusion, along with supportive culture for creative learning are critical factors. We also found that leadership's authenticity and support is needed to ensure these mechanisms develop and run smoothly. Finally, employee recognition and a reward system specific to tacit knowledge sharing appeared to play a vital role.
... Przeciążenie pracą, będące przyczyną niedoborów kadrowych lub dążeniem do poprawy współczynnika produktywności, utrudnia znalezienie czasu na dzielenie się wiedzą. Ponadto, na co zwracają uwagę Haldin-Herrgard (2000) i Rowley (2003), natura zasobu, jakim jest wiedza, sprawia, iż jego pomnażanie wymaga często bezpośrednich relacji "twarzą w twarz". Niewystarczająca liczba takich kontaktów może być przyczyną wytworzenia się zbyt dużego dystansu w relacjach międzyludzkich, przejawiającego się pewną rezerwą i ograniczonym zaufaniem, co w żadnej mierze nie sprzyja dzieleniu się wiedzą. ...
W artykule dokonano przeglądu literatury w celu identyfikacji czynników, które mogą decydować o skłonności pracowników i ich zaangażowaniu w dzielenie się wiedzą ze współpracownikami. Pod uwagę brano zarówno pobudki wynikające z cech osobowościowych pracownika, bodźce zależne od organizacji, jak i cechy samej wiedzy, które mogą przesądzać o poziomie gotowości pracownika do dzielenia się nią.Następnie, wykorzystując analizę warunków koniecznych (NCA), ustalono, czy w grupie potencjalnych determinantów chęci do wymiany wiedzy są elementy niezbędne do występowania wysokiego i bardzo wysokiego poziomu skłonności pracowników do dzielenia się wiedzą.W 14 (na badanych 32) przypadkach wyniki analizy wskazały na istnienie efektu warunku koniecznego, jednak biorąc pod uwagę przyjętą skalę oceny wielkości, jest to efekt raczej mały, a w jednym przypadku średni. Co jednak istotne, wszystkie czynniki o wartości efektu warunku koniecznego >= 0,188 znalazły się w grupie czynników wskazanych przez inne metody jako te o dużym wpływie na poziom skłonności pracowników do dzielenia się wiedzą. Do czynników takich zaliczyć można naturalną gotowość pracownika do przekazywania swojej wiedzy, otwartość na nowe doświadczenia, optymizm pracownika oraz jego przekonanie o posiadaniu wiedzy o dużej wartości. Badanie pozwoliło jednocześnie na prezentację zastosowania metody warunków koniecznych do analizy zagadnienia z obszaru zarządzania zasobami ludzkimi, jakim w niniejszym artykule było poszukiwanie czynników niezbędnych do występowania wysokiego poziomu skłonność pracowników do dzielenia się wiedzą.
... Explicating implicit knowledge is beneficial and makes knowledge transferable; however, is difficult. 19,20 If we manage this, the adoption of AI in clinical practice has more potential as well. 7 Although this seems worthwhile, few learning interventions manage to do this. ...
Purpose
Because of the automation of radiation therapy, competencies of radiation technologists (RTTs) change, and training methods are challenged. This study aims to develop, and pilot test an innovative training method based on lean management principles.
Methods and Materials
A new training method was developed for lung cancer treatment planning (TP). The novelty is summarized by including a stable environment and an increased focus on the how and why of key decision making. Trainees have to motivate their decisions during TP process, and to argue their choices with peers. Six students and 6 RTTs completed this training for lung cancer TP. Effects of the training were measured by (1) quality of TP, using doses in organs at risk and target volumes, (2) perceived experiences (survey), measured at baseline (T0); after peer session (T1); and 6 months later (T2). Finally, training throughput time was measured.
Results
At T0, RTTs showed a larger intragroup interquartile range (IIR) (2.63Gy vs 1.51Gy), but lower mean doses to heart and esophagus than students (6.79Gy vs 8.49Gy; 20.87Gy vs 24.62Gy). At T1, quality of TPs was similar between RTTs and students (IIR: 1.39Gy vs 1.33Gy) and no significant differences in mean dose to heart and esophagus (4.48Gy vs 4.69Gy; 17.75Gy vs 18.47Gy). At T2, students still performed equal to RTTs (IIR: 1.07Gy vs 1.45Gy) and achieved lower maximum dose to esophagus (44.75Gy vs 46.45Gy). The training method and peer sessions were experienced positive: at baseline (T0): 8 score on a scale 1-10, directly after the peer sessions; (T1): 8 by the students and 7 by the RTTs, after 9 months; (T2): 9 by the students and 7 by the RTTs. Training throughput time decreased from 12 to 3 months.
Conclusions
This training method based on lean management principles was successfully applied to training of RTTs for lung cancer TP. Training throughput time was reduced dramatically and TP quality sustained after 6 months. This method can potentially improve training efficiency in diverse situations with complex decision-making.
... As regards GHC, nine indicators were suggested which measure the knowledge, skills and behavior of employees regarding the protection of environment and the corporate practices to preserve environmental quality (Table 2). Such indicators aim at measuring the tacit knowledge which is very difficult to be identified within an organization (Saint-Onge, 1996;Haldin-Herrgard, 2000;Ambrosini and Bowman, 2001;Vatalis, 2017). ...
The aim of this paper is to examine the Porter hypothesis which defines that environmental regulations, under certain circumstances, could have positive effects on corporate environmental and economic performance. The majority of previous studies are based on questionnaire-based surveys, on normative models and on relative information at country level. To overcome some of the weaknesses of previous works, a benchmarking-scoring framework is suggested to draw useful and valuable information from corporate sustainability reports so as to examine the relationships between four dimensions of corporate performance, namely compliance with environmental legislation, green intellectual capital (GIC), environmental innovations, and corporate environmental performance. The proposed framework was applied in a sample of firms which operate in the metal products industry. The findings show that GIC could be a significant mediating factor between environmental legislation and environmental performance of firms. Additionally, it seems that GIC influences innovations and environmental performance.
... To examine the mediating effect of AM (social motivation, economic motivation) in PL and IKS, the integrated effect of AM was measured by the average of the measurement items of social motivation and economic motivation. Besides, this research designed the measurement scale of AC [34] and IKS by referring to several extant research [10]. ...
Research on adopting leadership styles like paradoxical leadership (PL) to promote interorganizational knowledge sharing (IKS) of megaprojects is in an initial stage. Drawing on the contingency theory of leadership and self-determination theory, this research aims to investigate the effect of PL on IKS in megaprojects through quantitative empirical research method and analyzes the mediating role of ambidextrous motivations (AM) and moderating role of absorptive capacity (AC). Research used hierarchical moderated regression to estimate the moderated–mediation models following Hayes’s PROCESS procedures. This study provides a research framework for future works exploring the relationship between PL, AM, AC, and IKS, and helps megaproject stakeholders better understand the mechanism of how PL facilitates IKS, adjust their governance strategies to adapt to the external environment changes and encourage more IKS in megaprojects.
... Several authors (Haldin-Herrgard, 2000;McAdam et al. 2007& Pavlicek, 2009 indicate that tacit knowledge resides in both relations and human minds and is acquired by sharing experiences, imitation and observation. Accordingly tacit knowledge is also learnt through personal experience, apprenticeship, practice and reflection. ...
Knowledge is generally divided into two: Explicit (articulate) and Tacit. This article thus, explores the concept of tacit knowledge and the role that it plays in learning institutions and business organizations. Evidently, tacit knowledge is linked to knowledge management and as such, the world should utilize it for resilience-building and sustainable development. Notably, due to its complex nature, acquiring and extracting tacit knowledge is not easy as it is an unspoken, unwritten and hidden in people and ultimately leads to the well-being and success of individuals in society. Accordingly, tacit knowledge is very personalised, contextual and hard to communicate or transfer from one person to another by the process of verbal expression or writing and is generally made up of values, perceptions and beliefs. It is obtainable and transferrable through direct interaction amongst individuals and their environments. This paper, thus, explores tacit knowledge and assesses its role and significance in the advancement, enhancement and sustenance of learning and performances in business organisations and learning institutions. Accordingly, approximately 90% of the total knowledge in an organization is held in tacit form, ultimately, impacting the overall output and effectiveness of institutions and organizations.
... To recognize workers to keep sharing their knowledge, organizations need to show them that they appreciate them. Similar to how formal education is valued, the transfer of tacit knowledge should be recognized and rewarded (Haldin-Herrgard, 2000). In research by Oliveira and Pinheiro (2021), recognition from co-workers is an aspect of the organizational culture that drives sharing of knowledge secretly with employees in the Portugal Public Sector. ...
Leadership style can encourage the behavior of employees in the organization. Several previous studies have shown the effect of leadership style on knowledge sharing. Nevertheless, more empirical proof is needed to show the various leadership style’ moderation effect. We conduct a literature review to analyze the determinants of knowledge sharing and empirical studies of the moderation effects of leadership styles on the determinants of knowledge sharing in government. The questionnaire survey collected 619 civil servants from a ministry in Indonesia. The test model uses the PLS-SEM method. The results showed that the factors that significantly influenced knowledge-sharing behavior were self-efficacy, horizontal trust, IT adoption, and organizational commitment. The results reveal that transformational leadership significantly moderates recognition reward and knowledge-sharing behavior. Furthermore, transactional leadership significantly moderates IT adoption and knowledge-sharing behavior. However, charismatic and servant leadership do not positively moderate these determinants of knowledge-sharing behavior. This research contributes to the literature on leadership styles and knowledge sharing. This research integrates several past research to confirm the factors influencing knowledge-sharing behavior among civil servants in developing countries. This research is expected to help governments and practitioners consider appropriate policies to encourage knowledge sharing within government organizations. This research filled a gap in the previous study by investigating the moderation effects of various leadership styles on the determinants of knowledge-sharing behavior among civil servants.
... Briefly stated, replication promotes knowledge sharing since it is necessary to generate a functional duplicate of complex and ambiguous information in order for it to be shared (Winter, 1995). According to Herrgard (2000), replication facilitates frequent and in-depth interaction between receivers and senders, as well as the capacity to communicate using a common language and symbols for the transfer of information. The practice of replication ensures that the transmitted practices include pieces of information that may be valuable to the receivers of the practices (Nonaka, 1994). ...
International joint ventures (IJVs) are seen as vital tools for gaining access to, learning from, and absorbing sophisticated economic businesses' embedded skills, technology and knowledge in order to gain a sustained competitive advantage and improved performance. The purpose of this article is to analyze transfer mechanisms (replication and adaptation) and formal governance mechanisms (contract and control) as predictors of IJV knowledge acquisition in Algeria's transition economic market, which would result in increased IJV competitiveness. With a sample of 122 oil and gas IJVs in Algeria and using PLS SEM 3.0 to analyze the data, the findings indicate that although transfer mechanisms facilitate IJV knowledge acquisition, formal governance procedures have no significant effect on IJV knowledge acquisition. Additionally, IJV's knowledge acquisition significantly enhances its competitiveness.
... These studies implicitly assume that the best practices can be codified and put in a guideline, ready for replication. However, Haldin-Herrgard [10] showed that this is usually not possible, and suggested decentralized (interpersonal) knowledge transfer mechanisms. Additionally, Garvin and Levesque [9] found that due to the large number of branches, it is difficult to enforce a centralized control in multi-unit organizations. ...
Multi-unit organizations such as retail chains are interested in the diffusion of best practices throughout all divisions. However, the strict guidelines or incentive schemes may not always be effective in promoting the replication of a practice. In this paper we analyze how the individual belief systems, namely the desire of individuals to conform, may be used to spread knowledge between departments. We develop an agent-based simulation of an organization with different network structures between divisions through which the knowledge is shared, and observe the resulting synchrony. We find that the effect of network structures on the diffusion of knowledge depends on the interdependencies between divisions, and that peer-to-peer exchange of information is more effective in reaching synchrony than unilateral sharing of knowledge from one division. Moreover, we find that centralized network structures lead to lower performance in organizations.
... Podobne badania bazujące na zasobach w innowacyjnych instytucjach wykazały, że milcząca wiedza może być źródłem ogromnego zakresu możliwości i potencjałów, stanowiących wyzwolenie kreatywności w ludziach (Seidler de Alwis i Hartmann, 2008). W zakresie zarządzania organizacjami wiedza ukryta najczęściej jest poddawana badaniom w świetle potencjału, jaki za sobą niesie (Haldin-Herrgard, 2000), czego efektem ma być -jak dowodzi Chełpa (2003, s. 39) -"racjonalna 'obróbka' bieżącego doświadczenia zawodowego, na zasadzie uczenia się". To z kolei ma pozwolić wiedzy ukrytej uwidocznić się jako wiedza uświadomiona. ...
Wprowadzenie: Artykuł dotyczy strategii w pracy opiekunki w żłobkach w kwestii tworzonych przez nie relacji z dziećmi, koleżankami w pracy, kierownictwem oraz rodzicami. Opisana wiedza ukryta jest przedstawiona w świetle zasobów żłobka, a nie jego braków. Cel badań: Ukazanie, jak relacyjna wiedza ukryta uwidacznia się w pracy opiekunki w żłobku. Metoda badań: Badaniem objęto 20 opiekunek w żłobkach warszawskich, był to wywiad pogłębiony. W badaniach wykorzystano ramy teorii wiedzy jawnej i ukrytej Collinsa. Analiza danych wywiadu odbyła się za pomocą oprogramowania MAXQDA 2022. Część wywiadu dotycząca prezentowanych wyników badań w niniejszym artykule zawierała 12 pytań. Wyniki: Podczas analizy zakodowanych fragmentów na temat strategii stosowanych w rozmowach i współpracy z kierownictwem żłobka podzielono je na dwie części. Pierwsza część strategii to stosowanie ich wobec kierownika, który jest uznawany za osobę: godną zaufania, pomocną, zaangażowaną, wyrozumiałą. Druga część strategii to stosowanie ich wobec kierownika, który jest uznawany za osobę: nieprzewidywalną, niezorganizowaną, niesprawiedliwą w zarządzaniu finansami, niesprawiedliwą w zarządzaniu zasobami pracowników oraz niezaangażowaną. Większość opiekunek deklaruje wobec koleżanek i dzieci otwartą strategię rozmowy, opartą na bezpośredniości komunikatu i szczerości wypowiedzi. Opiekunki deklarują, że wobec rodziców wykorzystują metodę kanapki. Wnioski: Zaobserwowano, że największe nasilenie nieformalnych strategii występuje w relacji opiekunki z rodzicem. W wypowiedziach badanych osób zauważono, że nawet jeśli relacyjna wiedza ukryta próbuje ujrzeć światło dzienne, to zachodzi ona zasadniczo jednostronnie pod postacią wymagań wobec rodziców do spełniania oczekiwań żłobka. Rodzicom trudno zaimplementować zasady panujące w żłobku do zasad panujących w domu. Słowa kluczowe: opiekunka w żłobku, strategie w żłobku, wiedza ukryta, relacje z rodzicami, relacje z dziećmi, relacje z kierownikiem.
... Bilgi türünün bu bölümünü bulmak ve tanımak kolaydır; dolayısıyla paylaşmak da daha kolaydır. Yüzeyin altında, görünmez ve ifade edilmesi zor, buzdağının çok önemli bir kısmı olan örtülü bilgi bulunur (Herrgard, 2000). Örtülü bilgi metafor, kıyas ve model süreçleri ile açık bilgiye dönüşür. ...
... This model deals with subjective information by means of internal processing, considering the proposed methods, which are the experton method, the adequacy coefficient, and the forgotten effects theory [17]. The notion of expertons contributes to foresight in situations where there is a lack of information [51]. The notion of distance used in the adequacy coefficient, called infradistance, makes it possible to determine the appreciable differences, correcting the overestimation of information without a given metric. ...
The department of Boyacá accounts for only 0.93% of national exports, which means that the participation of exporting companies in the region is low. One of the most important factors within these organizations is the knowledge of the collaborators, since it is an asset that contributes to the daily activities carried out within an organization. Hence, the objective of this research was to analyze the incidence of the forgotten factors in knowledge management through the conversion of knowledge and the routines of the personnel in Boyacá's exporting companies, by means of causal analysis using fuzzy methodologies. The participants are exporting activity collaborators in the companies, who were consulted as sources of information for the Boyacá chamber of commerce. For the treatment, the forgotten effects theory, the experton method, and the adequacy coefficient are used. The information collected is processed using FuzzyLog software. The findings highlight that there are forgotten factors between the knowledge conversion and routines related to informal communication and social interactions. It is worth noting that it is important to carry out a more in-depth analysis of each of the individual knowledge spiral pillars in exporting companies in different regions of the country, focusing on social interactions (linguistic expression) and informal communication (electronic meetings).
... Individuals might have no subjective awareness of how to verbalize their implicit knowledge. While explicit knowledge can be stored in databases and documents, implicit knowledge is stored only within individuals or shared through face-to-face communications (Haldin-Herrgard, 2000). Although difficult to transmit, implicit knowledge accounts for about eighty percent of valuable knowledge in organizations (Daft, 2016) and plays a vital role in the progress of organizations (Nonaka & Takeuchi, 1995). ...
Understanding the antecedents of knowledge-sharing is the key to successful knowledge management. Mentoring is becoming a critical avenue for people to share knowledge in organizations. This empirical study investigated the mentoring functions, knowledge-sharing relationship, and boundary conditions of the relationship. Data from 151 mentoring dyads suggested that career and psychosocial mentoring positively related to protégés sharing explicit and implicit knowledge. However, protégés’ attitude toward knowledge-sharing moderated only the relationship between career mentoring and explicit knowledge-sharing. The findings contribute to the mentoring and knowledge management literature by suggesting that mentoring can facilitate successful knowledge management by promoting knowledge-sharing in organizations.
Sustainability of small businesses in Industry 5.0 relies on effective tacit knowledge transfer across generations. This chapter investigates tacit knowledge transfer dynamics in waqf-based organizations. Waqf-based organizations provides a model for studying tacit knowledge practices that promote sustainability. The chapter starts by defining tacit knowledge and its role in enhancing adaptability, innovation, and resilience in small businesses. Challenges in transferring tacit knowledge are also highlighted. The chapter then explores strategies used by waqf-based organizations, such as structured mentorship programs, on-the-job training, job rotation, and collaborative projects, to ensure effective tacit knowledge transfer. The role of digital technology, leaders, and organizational values as an enablers of tacit knowledge transfer is also emphasized. Finally, the chapter discusses implications for small businesses and provides recommendations for leaders to support inter-generational tacit knowledge transfer using digital technologies as well as formal and informal platforms.
Tacit knowledge is more precious as compared to explicit, as it is the intellectual property of the knower and resides in one’s mind. A major part of our knowledge is tacit, which is either lost or not recorded/ captured. In the late 1950s, the term “tacit knowledge” appeared in the literature and received the attention of the researchers. However, a majority of the studies pertaining to tacit knowledge (TK) have primarily focused on non-educational contexts, despite the fact that pragmatic knowledge holds paramount importance within academic settings. This study is designed to examine the tacit knowledge process from capturing to sharing in an academic setting. A cross-sectional questionnaire-based survey research method was adopted to conduct this research, and data was collected through a well-structured questionnaire. Postgraduate students at the University of the Punjab, Lahore, Pakistan, were the study population. The findings revealed that cognitive skills enable and motivate individuals to capture tacit knowledge, and the positive capturing behavior leads to better handling and more sharing of tacit knowledge, whereas technical skills enable them to better handle tacit knowledge, which ultimately leads to wise utilization of tacit knowledge, and social skills help them in capturing, keeping, and use of tacit knowledge. The study argues that tacit knowledge flow is depending on a certain set of skills and behavior. The findings of the study will be supportive of higher academic institutions as they are the powerhouse of knowledge creation.
Given the prevailing competitive market conditions, establishing long-term relationships proves a source of sustainable competitive advantage. Tacit knowledge, as the only resource developed in the intellect, in the competences and the experiences built up by the human resources available, would seem appropriate to constructing competitive advantage. Within this framework, firm employees become marketing managers in terms of developing relationships given that every type of contact generates information that facilitates a relational-based philosophy. In rural tourism, with its own very specific characteristics, tacit knowledge may contribute towards fostering loyalty and may also help in determining the requisites clients are seeking. This chapter proposes a model highlighting the importance of tacit knowledge in developing loyalty in rural tourism lodgings across its cognitive, technical, and social dimensions. The results show that tacit knowledge does improve the performance of employees in engaging in affective bonds and better understanding the needs and expectations of clients.
Research on tacit knowledge in the entrepreneurship field has raised a significant amount of interest in recent years and has developed both quickly and unequally. On the one hand, there is consensus that tacit knowledge is highly valued in the context of entrepreneurship as it often holds unique insights, expertise, and problem-solving capabilities that can provide a competitive advantage to individuals and organizations. On the other hand, research on the intersection of entrepreneurship and tacit knowledge has evolved significantly and developed in different directions (e.g., in terms of research context, levels of analysis, proxies), resulting in fragmented and often ambiguous findings. Therefore, the goal of this study is to consolidate the state-of-the-art of scholarly research published in top-tier entrepreneurship journals. To this aim, we performed a systematic literature review by analysing a set of 25 papers in order to synthesize prior research, identify key gaps and contributions, and propose a framework to enhance our understanding of tacit knowledge in entrepreneurship. This review provides a valuable resource for scholars interested in the intersection of tacit knowledge and entrepreneurship. Our article underscores the need for further research by proposing a research agenda to bridge existing gaps, expand knowledge, and shape the future of this important field.
A cikk arra keresi a választ, hogy a hazai egyetemek változásai során milyen tapasztalatok hasznosíthatók a versenyszektor tudásintenzív szervezeteinek sikertényezői alapján. Rámutat olyan bevált jó gyakorlatokra, melyek az egyetemeken is sikeresen alkalmazhatók. Kiemelten foglalkozik a szakirodalomban nagy hangsúlyt kapott négy sikertényezővel, a tudásbarát szervezeti kultúrával, a bizalommal, az innovációt támogató szemlélettel és a transzformációs és felhatalmazó vezetési stílussal. Az elemzés e sikertényezők tükrében hívja fel a figyelmet az változások során felmerülő vezetési és szervezeti kockázatokra. A kutatás újszerűségét mutatja, hogy a szakirodalmi áttekintés szerint ez a megközelítés példa nélküli az egyetemi szakirodalomban.
Higher Educational Institutions are globally acclaimed for their standard of education. In India
Higher Education has witnessed impressive growth by imparting quality Education wherein the quality of
structured knowledge is transferred. The ever-increasing demand for Effective Learning and the introduction
of a Social Media Environment for Knowledge Sharing has given rise to the concept of characteristics of
SECI. The underlying proposition behind SECI is to reduce several individual learning systems such as
Formal Learning and Informal Learning into one integrated system supporting efficient learning. The purpose
of this paper is to investigate the influence of Knowledge Creation on knowledge sharing and Learning
Effectiveness in social media environments on higher education students. By theory and on approach, the
study explores the relationship of students learning effectiveness by the creation of new knowledge. The
data was collected from 600 students in a more diversified set of students through offline surveys (through
hard copies). The study used confirmatory factor analysis and structural equation modeling in order to test
the research hypotheses. Results from the data analysis demonstrate the positive and significant
relationship between Learning Effectiveness, Knowledge Sharing, and Knowledge creation. However, the
findings highlight that there is no direct impact of social media on Effective Learning. The study also
identifies that SECI has some partial and serial mediation, also, it was observed that Environmental
Uncertainty did not moderate the relationship whereas the mediation moderated by knowledge sharing has a serious impact on effective learning.
El objetivo de este artículo es investigar el impacto del intercambio de conocimiento tácito en la venta cruzada y en la segmentación de clientes en mipymes del Estado de Quintana Roo, México, por lo que se desarrolló un modelo de investigación basado en estudios previos de conocimiento tácito en ventas y segmentación de clientes. Se administró una encuesta a una muestra del personal del área de ventas de una variedad significativa de empresas y se recopilaron 322 respuestas útiles. Se empleó el modelo de ecuaciones estructurales (SEM) para probar el modelo de investigación. Los resultados arrojaron que el intercambio de conocimiento tácito en ventas afecta significativamente la venta cruzada y la segmentación de clientes en las mipymes.
This book reports on a research project which aimed to identify tacit knowledge associated with professional experience that is required during the process of SW development. The overarching research approach adopted was inductive Straussian Grounded Theory. Therefore, the last step in such inductive process is to position the emergent theory in the existing body of knowledge and in doing so define contributions made.
This article looks at the practice of outplacement, which is increasingly being used in transport and logistics companies. In today's environment, a person is dependent on employment. In the case of downsizing, a responsible employer must ensure that the employee leaves the company as gently as possible. Stress and psychological trauma for the employee must be avoided, as job loss affects the financial situation and mental state. Outplacement is important for employers to avoid employment disputes and the risk of damage to the company's reputation. In this article we looked at the practice of outplacement using a transport and logistics company as an example. In this article we consider outplacement as a systematic and responsible work to release personnel. Work which has no significant negative consequences for the company. Based on this analysis, the article presents the author's vision of the outplacement system in a transport and logistics company.
TACIT KNOWLEDGE AND WEAK SIGNALS IN
ORGANIZATIONAL LEARNING
The negative effects of the current age structure trend on the labour market and economic
growth are highly significant and present a challenge in the Finnish and global economy alike.
Even though the public opinion suggests that experience is highly valued as a competitive
advantage in the firms some observations are in contradiction to that. When companies are
forced to lay off people it often happens at the expense of the more experienced based on
observation of the news. Organizations have many means at their disposal to mitigate the
effects so that valuable experience does not leave the company with the senior.
In the theoretical part of the thesis knowledge creation and making it explicit is explored. Tacit
knowledge which is deeply rooted in the experience of the worker and developed in time while
engaging in the daily tasks is a source of competitive advantage to a company that works in a
knowledge intensive business. It is important to share it, or rather facilitate the emergence of it
while juniors are working with the more experienced. The tacit knowledge that can be made
explicit should be codified as long as it supports the company goals. In the decision-making of
the firm there is a future and past perspective. Capturing weak signals from the customer
interface should be on every workers agenda and well managed it will help plan against the
surprises and possibly generate growth.
This thesis is a case study of a Finnish SME company working in a knowledge intensive
business area in manufacturing capacity and designing its own products. The thesis looks into
the views and practices of the personnel in how experience is valued and what could be done to
capture the lessons learned from the seniors before it is too late. Simultaneously it was
observed what knowledge is already in explicit format and how it is shared internally. Through
the answers given in the interviews best practices and development points were identified
where juniors and seniors felt challenges. The thesis gives some guidelines in how the
organization could be managed so that future signals from the periphery and thinking
strategically would be in the minds of more people working in the customer interface in their
daily tasks.
The study shows that the organization has many good practices already in place that facilitate
tacit knowledge integration into new knowledge created. Some observations support the idea of
the factor that the company could include the seniors more in the creation of the new knowledge
to make it more efficient. Trust and openness, accepting diverse opinions and reflection
together adds value and produces better decisions. Instead scanning the periphery for weak
signals for threats or opportunities could benefit from more consistent practices and maybe
reintroduce some old ones in order to facilitate scenario working.
Facilitating the emergence of learning and removing the barriers from flow of information are
significant contributors to competitive advantage of a firm. The expert retires but the expertise
should not.
KEYWORDS:
Knowledge, knowledge intensive work, organizational learning, innovation, strategy, competitive
advantage, weak signals, tacit knowledge, intangible assets, product development
Knowledge exchange among employees in organizations is critical to employees’ ability to solve problems and innovate. However, the possibility that employees may have different perceptions regarding the existence of exchanges between them and the factors that may reduce these differences have not been considered in the literature. Based on a socio-cognitive approach, we argue that misalignments in perceptions of knowledge transfer are likely to be common in organizations. We also propose that different forms of mutual familiarity with exchange partners will be associated with the alignment of perceptions of dyadic knowledge transfer. Our results show that misalignment in perceptions of complex knowledge transfers is more common than alignment. It is a pervasive phenomenon in the organization we studied. Based on an in-depth sociometric research design and exponential random modelling we further find that only one form of familiarity (mutual trust) contributes to increasing the alignment of dyadic knowledge transfer perceptions. We discuss the implications of our results for practice, highlighting the implications of misalignment in knowledge transfer in organizations. We also suggest actions that managers can take to diminish the risk of misalignments and facilitate the transfer of complex knowledge in their teams.
Studies on digital marketing have a wide place in both national and international literature. The rapid growth in e-commerce transactions brought about by the COVID-19 pandemic, as well as the digitalization applications brought about by the distance economy, reveal new digital-focused research areas for researchers. By conducting a bibliometric analysis of research articles with the keyword “digital marketing” in their abstracts in online “Web of Science” databases, the aim of this study is to provide conceptual and methodological contributions as well as literature support for new research areas that emerged during the pandemic period. The basic criteria such as the number of authors and articles, author profile, publication place information, year, article subject, keywords, and resource usage, as well as the connection networks between these criteria, are examined by bibliometric analysis, which has recently become widely used in the field of social sciences within the framework of a specific journal or a research topic. With this study, it is planned to identify research trends in the area of digital marketing, detect different research-related factors, and contribute to future research by pointing out research gaps. A discussion of the findings and advice regarding the network connections between studies on digital marketing concludes the study.
Knowledge is a magic term with multiple connotations and interpretations. It is an issue of academic discourse as well as one with important implications for business institutions. How we define and frame knowledge carries implications for the way we try to manage knowledge in organizations and the de facto knowledge in organizations also carries implications for the knowledge existing in organizations. Within the last few decades, there has been an increasing interest in the tacit dimension of knowledge, which is perhaps hardest to manage, as it cannot be formally communicated, and is often embedded in the routines and standard operating procedures of the organization. Focuses on characteristics of this strategic important knowledge and how it can be organized in networks. Should be read as a case for paying more attention to knowledge and networks and how to manage these in organizations.
The complexity of skills and processes needed in the development of today's products and services requires that managers attend to the role of tacit knowledge during innovation. Knowledge held in people's bodies and heads, our unarticulated knowledge, is the very basis of creativity and is not easily captured nor codified. The process of innovation is both an exploration and synthesis. This article examines ways in which managers can begin to deal with tacit knowledge; how to create an environment for a divergent process that includes a wide and healthy proliferation of ideas and a successful convergent process in which options are narrowed and a solution is decided upon and implemented.
The paper reviews key ideas in the firm capabilities literature and shows how they can be usefully extended to develop a conception of collective learning among regionally clustered enterprises. The paper also explores the relationship between codifiable and tacit knowledge in the innovation process, and investigates the claim that tacit knowledge, because it is difficult to transfer in the absence of labour mobility, may constitute a basis for sustained competitive advantage. The closing section uses case study material based on Minneapolis and Cambridge to illustrate the importance for innovation of a regional capability for combining and integrating diverse knowledge, and of the sources of such capabilities as pre-conditions for successful high technology regions.
How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.
A framework for aligning organizational and technical resources and capabilities to leverage explicit knowledge and expertise.
Countering claims that cyberspace will bring the end of organizations in general and of the firm in particular, this article points to the role organizations play in fostering the production and synergistic development of knowledge. Formal organizations help turn the partial, situated insights of individuals and communities into robust, organizational knowledge. To organize knowledge in this way requires acknowledging the boundaries inevitably erected within organizations through the division of labor and the division of knowledge. Infrastructure for organizing knowledge must overcome these boundaries. Assuming that knowledge is a frictionless commodity possessed by individuals makes communications technologies and social organization curious antagonists. This article argues instead for compatible organizational and technological architectures that respond to and enhance the social production of knowledge.
If the knowledge field is to move forward, there are—from a business perspective—three priority areas for further research and experimentation. They are: research on how tacit knowledge can continue to be "tapped into and utilized" despite increasing economic and business forces that are disrupting the social nature of the workplace community where tacit knowledge lives and thrives; research on how to optimally structure knowledge flow between knowledge seekers and knowledge providers to maximize the impact of knowledge; and research on how to make knowledge, which by its nature is fuzzy and intangible, visible and concrete. Progress in each of these three areas would significantly contribute to making the relationship between knowledge and the firm a significant business reality.
Ikujiro Nonaka e Hirotaka Takeuchi establecen una vinculación del desempeño de las empresas japonesas con su capacidad para crear conocimiento y emplearlo en la producción de productos y tecnologías exitosas en el mercado. Los autores explican que hay dos tipos de conocimiento: el explícito, contenido en manuales y procedimientos, y el tácito, aprendido mediante la experiencia y comunicado, de manera indirecta, en forma de metáforas y analogías. Mientras los administradores estadounidenses se concentran en el conocimiento explícito, los japoneses lo hacen en el tácito y la clave de su éxito estriba en que han aprendido a convertir el conocimiento tácito en explícito. Finalmente, muestran que el mejor estilo administrativo para crear conocimiento es el que ellos denominan centro-arriba-abajo, en el que los gerentes de niveles intermedios son un puente entre los ideales de la alta dirección y la realidad caótica de los niveles inferiores.
This article introduces the Japanese concept of "Ba" to organizational theory. Ba (equivalent to "place" in English) is a shared space for emerging relationships. It can be a physical, virtual, or mental space. Knowledge, in contrast to information, cannot be separated from the context—it is embedded in ba. To support the process of knowledge creation, a foundation in ba is required. This article develops and explains four specific platforms and their relationships to knowledge creation. Each of the knowledge conversion modes is promoted by a specific ba. A self-transcending process of knowledge creation can be supported by providing ba on different organizational levels. This article presents case studies of three companies that employ ba on the team, division, and corporate level to enhance knowledge creation.
Sketches an interdisciplinary framework for advancing the conceptual understanding of the knowledge transfer process. Uses its central tenet that the knowledge transfer process is ultimately a human-to-human process and since this process is inherently interactive and dynamic, the knowledge, in essence, transforms while or during the very process of its transfer. Argues that there is a need for a more robust representation of human cognition situated in the broader context of dynamic interactions taking place during the transfer or exchange of knowledge. Proposes that by incorporating and explaining human interaction with the external symbolic storage (ESS) of knowledge and scaffolding to include institutional knowledge, a theory of cognitive knowledgescapes can be built. The implications of a such a theory for knowledge transfer, exchange and uses in the networks of regions, institutions, organizations and technology are examined and topics for carrying out further research are suggested.
One hundred and seventy-nine heads of sales or direct marketing departments in large UK companies across five industry sectors completed mail questionnaires concerning the knowledge management (KM) practices employed by their firms. The extents of the KM systems operating within sample enterprises were analysed with respect to each company’s use of teamwork, level of bureaucracy and centralisation of decision making, innovativeness, and ability to cope with change. Respondents’ views on the contributions of KM to marketing management were also examined.
Three years ago, I read Michael Polanyi's contribution—as a philosopher—to a symposium entitled Scientific Outlook: Its Sickness and Cure. In a brilliant, penetrating, and delightfully humorous criticism of R. W. Gerard's1 biological contribution, he unerringly diagnosed the sickness of medicine:
The fact that a so learned, ingenious and imaginative survey of living beings should deal so perfunctorily with some of the most important questions concerning them shows a fundamental deficiency of human thinking.... If a rat laps up a solution of saccharine, the rational explanation of this lies in the act that the solution tastes sweet and that the rat likes that. The tasting and liking are facts that physics and chemistry as known today cannot explain. Nothing is relevant to biology, even at the lowest level of life, unless it bears on the achievements of living beings... and distinctions unknown to physics and chemistry... The current idea of
In an economy where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge. Yet, few managers understand the true nature of the knowledge-creating company-let alone know how to manage it. According to this 1991 article by Japanese organizational theorist Ikujiro Nonaka, the problem is that most Western managers define knowledge-and what companies must do to exploit it-too narrowly. They believe that the only useful knowledge is "hard" (read "quantifiable") data. And they see the company as a kind of machine for information processing. Nonaka shows us another way to think about knowledge and its role in business organizations. He uses vivid examples from highly successful Japanese companies such as Honda, Canon, NEC, and Sharp. Managers at these companies recognize that creating new knowledge is not simply a matter of mechanistically processing objective information. Rather, it depends on tapping the tacit and often highly subjective insights, intuitions, and ideals of employees. The tools for making use of such knowledge are often soft"-such as slogans, metaphors, and symbols-but they are indispensable for continuous innovation. The reasons Japanese companies are especially adept at this holistic kind of knowledge creation are complex. But the key lesson for managers is quite simple: Much as manufacturers worldwide have learned from Japanese manufacturing techniques, companies that want to compete on the knowledge playing field must also learn from Japanese techniques of knowledge creation.
Knowledge management is a general concept applied to almost any project that an organization undertakes, which is meant to transfer, share and exploit knowledge from one part of the organization to another. Most of the companies are already involved in knowledge management, even if, often, it is done informally and implicitly. The goal of a formal knowledge management program is just to make knowledge marketplaces to become more efficient. Many organizations are recognizing that the ownership of knowledge creates an important competitive advantage. Quite simply, the lack of a knowledge management program means that they are losing money or opportunities. The easiest kind of knowledge management project to justify is the ‘knowledge base’. A knowledge base is something that attempts to make the knowledge marketplace more efficient by making explicit knowledge easier to access. Projects that aim to facilitate the transfer of knowledge work best when organizations recognize how the existing knowledge marketplace operates, so that they can work within it.
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Journal of Managerial Issues
- Brockmann, E.N, Anthony, W.P
The tacit dimension of dialogue for knowledge transfer
- S P Gill
The Tacit DimensionHow does knowledge transform as it is transferred? Speculations on the possibility of a cognitive theory of knowledgescapes
- M Polanyi
Polanyi, M. (1966), The Tacit Dimension, Routledge & Kegan Paul Ltd, London. Shariq, S.Z. (1999), ``How does knowledge transform as it is transferred? Speculations on the possibility of a cognitive theory of knowledgescapes'', Journal of Knowledge Management, Vol. 3 No. 4.