Abstract
Considering that most part of organisational operations depend on group effectiveness, yet there is scarcely any empirical study on the interactions between group-tacit knowledge and organisational effectiveness. In order to overcome this gap, this study involves a survey of 230 managers and other administrative & technical employees of the four major firm in the Global System for Mobile Communication (GSM) sub-market of Nigeria’s telecommunications industry. Data was gathered using a mixed method research approach. Correlation, Regression, Analysis of Variance (ANOVA) statistics and thematic analysis was carried out as means of testing the hypothesis for this research study. The findings showed that firms need to focus keenly on ideas of employees that are shared during conferences, team leaders’ mentoring role, collective reasoning over task and constantly hold strategic meetings that probe into developments arising in each functional unit of the organisation. These factors are shown to have a strong influence on organisational effectiveness.
Highlights
Group-tacit knowledge involves the coming together of individual members of the organisation to act in a collective and coordinated manner and to solve complex tasks, as a way of achieving organisational effectiveness (Erden et al 2012, Naser and Sajad 2017)
A minute number of 11 respondents (24.4 percent) have spent five years and below working with the firm, while only 1 respondent (2.2 percent) has spent between eleven to fifteen years with the firm. This may imply that the firm has a weak employee retention strategy, and the organisational knowledge, especially tacit knowledge might not be sustainable over time since the carriers of such knowledge are not retained in the firm
The results discovered here is in alignment with the strong mean scores and the evidence of clustering around the mean as indicated by standard deviations attached to group-tacit knowledge and organisational effectiveness
Summary
Group-tacit knowledge involves the coming together of individual members of the organisation to act in a collective and coordinated manner and to solve complex tasks, as a way of achieving organisational effectiveness (Erden et al 2012, Naser and Sajad 2017). Owing to the highly personalized nature of tacit knowledge, Agbim, Owutuamor and Oriarewo (2013) opined that tacit knowledge among groups is gained as organisational members gain experience on their jobs, and being under the tutelage of experts. According to Li, Chang, Chen and Jiang (2010) grouptacit knowledge has the advantage of enhancing the effectiveness of organisational members’ ability to forecast events relating to their operations. This is because, leveraging on experience and leveraging on collective knowledge sharing they are able to predict future events and ensure effective strategic planning. This view emphasizes the fact that organisational effectiveness basically resides
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