Abstract
This qualitative inductive study of five high-end cutting-edge culinary R&D teams in the US and Europe extends existing knowledge transfer research by showing how tacit knowledge can be transferred inadvertently in the course of everyday organizational routines. Specifically, I find that the iterative prototype-oriented product development routines commonly used to manage innovation and new product development enable inadvertent tacit knowledge transfer through the receipt, integration, and testing of rich information contained in prototype-focused feedback. I identify three distinct feedback practices that enrich the information content of feedback: Group (vs individual) feedback sessions, use of concrete exemplars (vs abstract concepts) in feedback, and outcome-focused (vs process- focused) feedback. Based on these findings, I develop a process theory of individual-level tacit knowledge acquisition through test-feedback-update cycles in the context of routine work.
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