Abstract
PurposeThis paper seeks to investigate how cross‐generational biases affect tacit knowledge transfer and resulting knowledge flows in edge organizations.Design/methodology/approachThe paper applied hypothesis testingχ2s, as well as ethnographic analysis.FindingsCross‐generational biases affect tacit knowledge transfer and resulting knowledge flows in edge‐like organizations. Other factors, such as trust, loyalty, work ethics, and family values, also affect knowledge flows.Research limitations/implicationsSample size should be increased for future work, as well as applying the results in a defense/military environment.Practical implicationsThe results of the paper should influence succession planning, human capital strategy, and knowledge management efforts in edge‐like organizations.Originality/valueThe work is quite novel as it integrates inter‐generational differences, tacit knowledge transfer, and knowledge flows in edge organizations.
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