Tacit Knowledge Exchange Research Articles

The evolution of knowledge exchanges enabling successful practice change in two intensive care units

Many hospitals are unable to consistently implement evidence-based practices. For example, implementation of the central line bundle (CLB), known to prevent catheter-related bloodstream infections (CRBSIs), is often challenging. This problem is broadly characterized as "change implementation failure." The theoretical literature on organizational change has suggested that periodic top-down communications promoting tacit knowledge exchanges across professional subgroups may be effective for enabling learning and change in health care organizations. However, gaps remain in understanding the mechanisms by which top-down communications enable practice change at the unit level. Addressing these gaps could help identify evidence-based management strategies for successful practice change at the unit level. Our study sought to address this gap. A prospective study was conducted in two intensive care units within an academic health center. Both units had low baseline adherence to CLB and higher-than-expected CRBSIs. Periodic top-down quality improvement communications were conducted over a 52-week period to promote CLB implementation in both units. Simultaneously, the study examined (a) the content and frequency of communication related to CLB through weekly "communication logs" completed by unit physicians, nurses, and managers and (b) unit outcomes, that is, CLB adherence rates through weekly chart reviews. Both units experienced substantially improved outcomes, including increased adherence to CLB and statistically significant (sustained) declines in both CRBSIs and catheter days (i.e., central line use). Concurrently, both units indicated a statistically significant increase in "proactive" communications-that is, communications intended to reduce infection risk-between physicians and nurses over time. Further analysis revealed that, during the early phase of the study, "champions" emerged within each unit to initiate process improvements. The study helps identify evidence-based management strategies for successful practice change at the unit level. For example, it underscores the importance of (a) screening each unit for change champions and (b) enabling champions to emerge from within the unit to foster change implementation.

The Study of Impact Tacit Knowledge Exchange between Sales and Marketing on Improving Marketing Performance Case Study: Isfahan Mobarakeh Steel

The present study was aimed to investigate the effect of implicit knowledge sharing between sales and marketing on the marketing performance improvement. This study has been done in Mobarake Steel Company in Isfahan. For this purpose, a main hypothesis and two secondary hypotheses have been developed and tested. This study is a practical research from purpose view and is a co relational-survey one from research methodology perspective. The statistical population of this study includes sales and marketing managers and professionals in Mobarake Steel Company. The population consists of 80 members. The consensus has been used for collecting the research data rather than sampling, as the population is limit. For this purpose, a self-administrated questionnaire with 46 items has been used. The validity of this questionnaire was acknowledged by supervisor and advisor professors and management experts. Also, the reliability of this questionnaire was supported by Cronbach's Alpha of 98%. Study questionnaire includes demographic questions and main questions for testing hypotheses. From 80 distributed questionnaires 72were back (return rate= 82/5%). In addition, collected data were analyzed by statistical tests using AMOS and SPSS software in two levels including descriptive tests: frequency, percent cumulative percentage, mean and standard deviation and perceptive

Conceptual modeling for knowledge management to support agile software development

AbstractAgile software development (ASD) has emerged as a result of consolidated values proposed under the lightweight methods of software engineering. Despite bearing some criticisms, the initial deployment and results observed in the practice environment represents its increasing domination over the traditional software development practices. Any ASD method, in particular, requires knowledge-intensive practices and typically employs multi-disciplinary expert team working extended periods of time for weeks on a nearly continuous basis. A huge amount of tacit knowledge creation and exchange happens in the entire process over the project lifecycle, which attracts the attention of research in the domain of knowledge management (KM). In this paper, first, we have mapped the agile values and agile principles, and in its support, we have argued upon and the need for integrated KM infrastructure and proposed a KM model that can be employed within the organization. We have also developed a conceptual framework for knowledge sharing and learning for the individual practitioners for the sustainability of agile team. We attempt to create an organizational learning framework for knowledge creation and exchange among the involved entities in a collaborative practice environment.

Tacit Knowledge and the Structure of License Contracts: Evidence from the Biomedical Industry

How do contracts deal with the exchange of tacit knowledge, which is difficult to observe, enforce, and verify? This study compares the sample characteristics of 505 license agreements between inventors and developers of biomedical inventions with theoretical prescriptions about contractual terms when the parties’ tacit knowledge is required to commercialize the inventions. The analysis reveals that (a) three‐ and four‐part payments are common in licenses of biomedical inventions; (b) the importance of inventors’ tacit knowledge in development activities is directly related to the magnitude of royalty rates in the licenses; and (c) the importance of developers’ tacit knowledge in development is associated with minimum annual payments when the license includes measurable benchmarks to address the shelving of inventions, and to upfront payments in the absence of such benchmarks. Firms use a complex mix of upfront and state‐contingent payments, broadly consistent with theoretical prescriptions, to cope with the incentive issues inherent in the exchange of tacit knowledge.

Methods and Practices of Tacit Knowledge Sharing Within an Enterprise: an Empirical Investigation

The paper focuses on the internal knowledge sharing, namely on the methods and practices used in the case of tacit knowledge exchange among the individuals within an enterprise. Therefore, the first aim of the paper is to present the methods and practices that are recommended by knowledge management’s experts in the process of tacit knowledge sharing. The second research purpose is to determine which of those methods and practices are most frequently used by surveyed enterprises and how employees evaluate their utility in tacit knowledge sharing. In order to achieve the second purpose of the research, a survey was carried out in 153 enterprises located in the region of Wielkopolska in Poland, operating on domestic and foreign market. The first section of the work provides a brief summary of guidelines on tacit knowledge sharing within an enterprise highlighted in the relevant literature and a set of methods and practices that are used in tacit knowledge sharing which are recommended by the specialists in the field of knowledge management. Then the paper presents the results of own study on the surveyed group of enterprises. In the concluding remarks possible implications for the development of tacit knowledge sharing are suggested. The research results allow the conclusion that according to what is reported in the literature, tacit knowledge sharing is associated with broad defined staff training system. So exchange of tacit knowledge mainly takes two forms in surveyed enterprises: collective learning and transmission of accumulated previously knowledge to other employees within a company. However, as the research results suggest, the degree of using methods and practices for tacit knowledge sharing could be higher. Rather small level of tacit knowledge sharing in surveyed enterprises may be caused by insufficient activities focused on developing a strong organizational culture based on trust and cooperation.

Knowledge exchange and integrated services: experiences from an integrated community intellectual (learning) disability service for adults.

This paper examines knowledge exchange dynamics in a specialist integrated intellectual (learning) disability service, comprising specialist healthcare provision with social care commissioning and management, and considers their significance in terms of integrated service delivery. A qualitative study focusing on knowledge exchange and integrated services. Semi-structured interviews (n = 25) were conducted with members of an integrated intellectual disability service in England regarding their perceptions of knowledge exchange within the service and the way in which knowledge exchange impinges on the operation of the integrated service. Exchange of 'explicit' (codifiable) knowledge between health and care management components of the service is problematic because of a lack of integrated clinical governance and related factors such as IT and care record systems and office arrangements. Team meetings and workplace interactions allowed for informal exchange of explicit and 'tacit' (non-codifiable) knowledge, but presented challenges in terms of knowledge exchange completeness and sustainability. Knowledge exchange processes play an important role in the functioning of integrated services incorporating health and care management components. Managers need to ensure that knowledge exchange processes facilitate both explicit and tacit knowledge exchange and do not rely excessively on informal, 'ad hoc' interactions. Research on integrated services should take account of micro-scale knowledge exchange dynamics and relationships between social dynamics and physical factors.

Impact of Periodic Top-down Communications on Infection Prevention Practices & Outcomes in Two Units

Many hospitals are unable to consistently implement evidence-based practices. For example, implementation of the central line bundle (CLB), known to prevent catheter-related bloodstream infections (CRBSIs) is often challenging. This problem is broadly characterized as “change implementation failure.” Theoretical literature has suggested that periodic top-down communications promoting tacit knowledge exchanges across professional subgroups may be effective for enabling learning and change in healthcare organizations. However, gaps remain in understanding the mechanisms by which top-down communications enable practice change at the unit level. Addressing this gap could identify evidence-based management strategies for practice change. Our study sought to both evaluate the theoretical literature and address the gap. A prospective study was conducted in two ICUs within an academic health center; both units had low baseline adherence to CLB and higher-than-expected CRBSIs. Periodic top-down communication interventions were conducted over 52 weeks, to promote CLB adherence in both units. Simultaneously, the study examined: 1) the content and frequency of communication related to CLB through weekly “communication logs” completed by unit physicians, nurses, and managers; and 2) unit outcomes, i.e., CLB adherence rates. Both units demonstrated increased adherence to CLB, and significant, sustained declines in CRBSIs and catheter days (i.e., central line use). Results indicate that the interventions cumulatively, had a significant negative (desired) impact on catheter days. Data from “communication logs” suggest that “change champions” emerged early to initiate process improvements in both units. Findings help validate the theoretical literature, and identify evidence-based management strategies for successful practice change at the unit level.

System Framework of Tacit Knowledge Management based on Ontology

Tacit knowledge (TK) transform and sharing is hard to break though in both academe and application. Combining TK management actuality and problems in KM, the transform process of enterprise TK is analyzed and a transform management framework of enterprise TK is proposed based on ontology. On the basis of the framework, a TK exchange and sharing platform is proposed based on network and the structure of TK management system, which is established based on Ontology. Detailed experimental results prove the effectiveness of the proposed scheme.

Improving marketing success: The role of tacit knowledge exchange between sales and marketing

Successful organizations adapt their marketing strategies to marketplace changes. Boundary spanners, such as salespeople, because they are able to embed themselves in social networks outside the organization, play a key role in developing marketplace knowledge. However, if this knowledge remains solely with the boundary spanners, it cannot be used effectively to improve firm performance. This study investigates tacit knowledge exchange between sales and marketing and its ability to enhance marketing success (i.e., marketing program innovativeness, relative efficiency, and relative effectiveness). In addition, by examining five antecedents hypothesized to influence tacit knowledge exchange, it provides guidance to sales and marketing managers, who desire to improve tacit knowledge exchange, and, in turn, marketing success.

Trust formation processes in innovative collaborations

PurposeThe purpose of this paper is to examine the practices and processes of trust building and use in collaborative networking for product innovation and to compare face to face with virtual networking.Design/methodology/approachGuided by a literature review and preliminary participant observation, 16 open ended interviews collected data about the processes in 11 small biotech firms. These data were inductively analysed by the constant comparative method to develop explanatory themes.FindingsTrust was seen as a requirement for successful collaborative innovation, but the paper identified how different dimensions of trust are located in the trust building processes. Trust works by creating a platform of confidence that fosters flows of information and the exchange of tacit knowledge. Two types of trust relationships, the technical and the social, work in different ways to produce different, but complementary, types of trust. Virtual environments suit technical trust building but are less suited to developing deeper, more enduring forms of trust.Research limitations/implicationsThese different approaches to collaboration are often implicit. But if practitioners are made aware of how they work, they can use the most appropriate approach to build trust.Practical implicationsThe method and sample restrict general application, but the explanatory framework may be conceptually generalisable.Social implicationsNetworking for innovation is seen as much social as technical.Originality/valueThe paper contributes conceptually by theorising the trust building process and its role in knowledge sharing and collaborative innovation. It addresses a gap in the literature in identifying how trust is produced, developed and employed in furthering innovation, in particular the behavioural patterns of using virtual networks in furthering innovation.

The ODM Model and Co-Evolution in the Global Notebook PC Industry: Evidence from Taiwan

This paper aims to explore the evolutionary dynamics of the ODM model in the global notebook PC industry. We found that the “modular design” process of notebook products requires plenty of technical interaction and tacit knowledge exchanges among branding companies, key component suppliers and ODMs. Taiwanese ODMs serve as important sources of information and knowledge for specifications formulation through their system integration and technological development abilities. With increasing complexity and shorter design life-spans, the mutual dependency among the lead firms and ODMs increases, leading to the regional agglomeration in Taiwan and China.

Curso de processamento e controle de qualidade do leite humano no Estado do Amazonas por telessaúde: um estudo de caso da Rede BLH do SUS

This study describes a teaching experience case study in the Brazilian Amazon. It examines the use of information and communication technologies in integrated telehealth centers in Rio de Janeiro and Manaus using Latour’s actor-network theory (ANT). The blended course provides opportunities for tacit knowledge exchange between the students and the researchers (technology experts) that support the SUS’s human milk banks. The results show that telehealth tools add learning opportunities to continuing education programs in health services.

The Evolution of Knowledge Exchanges Enabling Successful Practice Change in Two Intensive Care Units

Many hospitals are unable to successfully implement evidence-based practices. For example, implementation of the central line bundle (CLB), known to prevent catheter-related bloodstream infections (CRBSIs) is often challenging. This problem is broadly characterized as “change implementation failure.” The theoretical literature on organizational change has suggested that periodic top-down communications promoting tacit knowledge exchanges across professional subgroups may be effective for enabling learning and change in healthcare organizations. However, gaps remain in understanding the mechanisms by which top-down communications enable practice change at the unit level. A prospective study was conducted in two intensive care units within an academic health center. Both units had low baseline adherence to CLB and higher-than-expected CRBSIs. Periodic top-down quality improvement communications were conducted over a 52-week period to promote CLB implementation in both units. Simultaneously, the study examined: 1) the content and frequency of communication related to CLB in both units through weekly “communication logs” completed by physicians, nurses, and managers; and 2) unit outcomes, i.e., CLB adherence rates through weekly chart reviews. Both units experienced substantially improved outcomes, including increased adherence to CLB, and statistically significant (sustained) declines in catheter utilization and CRBSIs. The study examines associations between communication content & frequency and outcomes, and describes the evolution of knowledge exchanges at the unit level. Findings provide insight into key unit-level variables enabling change. The study helps develop: 1) a theoretical framework on effective communication content & frequency for practice change, and 2) evidence-based management strategies for successful practice change at the unit level.

Innovation in small business: comparing face‐to‐face with virtual networking

PurposeThe paper aims to better understand the process of networking by small business with their customers to achieve innovations. In particular the relative roles of face‐to‐face and virtual interaction are to be investigated.Design/methodology/approachInitially a week of participant observation was undertaken then 17 in‐depth interviews were conducted and analyzed. The biotechnology sector was used for the sample.FindingsNetworking interaction could be categorized into stages. A deepening of the relationship developed on two fronts: increasing exchanges of technical information but necessarily supplemented by increased sharing of social information to facilitate tacit knowledge exchanges. As the relationship continued to develop, virtual modes could be used in an increasing capacity. The paper developed a stage model and identified the role of face‐to‐face and virtual exchanges at each stage.Research limitations/implicationsGeneralizability is unproven. However the issues appeared typical of any technology or science‐based sector and suggest broader applicability.Practical implicationsBusiness people cannot assume that all steps in the process of generating an innovation with a customer can be achieved virtually. The stage model provides guidance to practitioners on the appropriate interaction modes to avoid wasteful face‐to‐face meetings and ineffective virtual exchanges.Originality/valueWhile the usefulness of networking by small business is well recognized, little is known about the process of networking and in particular the potential role of virtual communication and what can and cannot be achieved. The paper sheds light on these issues and develops an explanatory framework.

Integration of health and social care: a case of learning and knowledge management

This paper considers integration of health and social care as an exercise in learning and knowledge management (KM). Integration assembles diverse actors and organisations in a collective effort to design and deliver new service models underpinned by multidisciplinary working and generic practice. Learning and KM are integral to this process. A critical review of the literature is undertaken to identify theoretical insights and models in this field, albeit grounded mainly in a private sector context. The findings from a research study involving two integrated services are then used to explore the role of, and approach to, learning and KM. This case study research was qualitative in nature and involved an interrogation of relevant documentary material, together with 25 in-depth interviews with a cross-section of strategic managers and professionals undertaken between March and May 2011. The evidence emerging indicated no planned strategies for learning and KM, but rather, interventions and mechanisms at different levels to support integration processes. These included formal activities, particularly around training and appraisal, but also informal ones within communities of practice and networking. Although structural enablers such as a co-location of facilities and joint appointments were important, the value of trust and inter-personal relationships was highlighted especially for tacit knowledge exchange. The infrastructure for learning and KM was constructed around a collaborative culture characterised by a coherent strategic framework; clarity of purpose based on new models of service; a collaborative leadership approach that was facilitative and distributed; and, a focus on team working to exploit the potential of multidisciplinary practice, generic working and integrated management. The discussion and conclusion use Nonaka's knowledge conversation model to reflect on the research findings, to comment on the absence of an explicit approach to learning and KM, and to develop a template to assist policy-makers with the design of planned strategies.

The creation of a department of sustainability: A case study on the role of internal networks

The present case study assessed the legitimation process for the creation of a department of sustainability in the Brazilian subsidiary of a multinational US company. Data obtained from direct observation, interviews, and documentations were used to describe communication flow and informal counselling, tacit knowledge exchange, the integration of multifunctional abilities, and trust relationships during the four-phase development of an internal network, which contributed to the creation of this department. Complementing the thoughts integrating the relational view of the organisational theory, the present study showed that not only formal structure influence the functioning of internal networks, but also internal networks can influence decision makers with regard to the creation of a formal organisational structure aimed at addressing the company’s social-environmental opportunities and risks. Key words: Department of sustainability, internal networks, isomorphism, organisational innovation.

The use of information technologies for knowledge sharing by secondary healthcare organisations in New Zealand

PurposeTo explore the extent of use of information technologies (ITs) for knowledge sharing by secondary healthcare organisations in New Zealand. MethodsWe used a self-administered questionnaire to survey Chief Information Officers at all 21 of New Zealand's District Health Boards regarding the extent to which their organisations use knowledge sharing activities involving ITs. The list of activities to include in the questionnaire was compiled by reviewing the literature. We analysed the extent of use of the knowledge sharing activities using descriptive statistics, repeated measures ANOVA, and correlation analysis. ResultsThe response rate was 76%. Although all the responding organisations reported using ITs to share knowledge, they used ITs to share documents significantly more than to support discussions or to connect employees to experts. Discussions via teleconferencing, videoconferencing, and email lists were significantly more common than discussions via social media technologies: electronic discussion forums, blogs, and on-line chatrooms. There were significant positive correlations between publishing and accessing documents, between using teleconferencing and using videoconferencing, and between publishing and finding contact details of experts. ConclusionNew Zealand's District Health Boards are using a range of ITs to share knowledge. Knowledge sharing activities emphasising the sharing of explicit knowledge (via exchanging documents in electronic form) are significantly more common than knowledge sharing activities emphasising the sharing of tacit knowledge (via technology-mediated discussions and via using technology to connect employees to experts). In view of the evidence in the literature that information technology may be highly effective in supporting tacit knowledge exchanges, our results suggest that health organisations should consider greater adoption of ITs for sharing tacit knowledge. The finding that several organisations are currently making extensive use of teleconferencing and videoconferencing facilities and expertise databases suggests that these technologies are useful and could be of benefit to other healthcare providers and that barriers to their adoption can be overcome. In order to facilitate the wider adoption of technologies, early adopters of both relatively established technologies and of the emerging technologies such as social media should be encouraged to publish accounts of their experiences of success and lessons learnt from any failures so that the knowledge gained is disseminated to the wider medical informatics community.

Improving operational performance through knowledge exchange with customers

Drawing upon a knowledge-based view of the supply chain, this study analyses the antecedents and consequences of tacit and explicit knowledge transfer, from the supplier's standpoint. The proposed conceptual model is tested using survey data from a sample of 218 Canadian manufacturers. Results show that the exchange of tacit and explicit knowledge in the context of a relationship between a supplier and a customer has a positive impact on the supplier's operational performance. As expected, tacit knowledge exchange appears to have a stronger impact on performance than explicit knowledge exchange. Results also confirm the importance of the level of integration and inter-firm trust for the exchange of both types of knowledge. Although many studies of knowledge transfer in the supply chain have been published to date, no empirical study has specifically examined the simultaneous effect of both types of knowledge.

Asymmetric Information and Contracts in the Market for Ideas: Evidence from the Licensing of Biomedical Inventions

How do contracts deal with the exchange of tacit knowledge, which is difficult to observe, enforce, and verify? This study compares the sample characteristics of 505 license agreements between inventors and developers of biomedical inventions with theoretical prescriptions about contractual terms when the parties’ tacit knowledge is required to commercialize the inventions. The analysis reveals that (a) three-part and four-part payments are common in licenses of biomedical inventions (b) the importance of inventors’ tacit knowledge in development activities is directly related to the magnitude of royalty rates in the licenses; and (c) the importance of developers’ tacit knowledge in development is associated with minimum annual payments when the license includes measurable benchmarks to address the shelving of inventions, and to upfront payments in the absence of such benchmarks. Firms use a complex mix of upfront and state-contingent payments, broadly consistent with theoretical prescriptions, to cope with the incentive issues inherent in the exchange of tacit knowledge.

Harnessing tacit knowledge for innovation creation in multinational enterprises: an internal social network approach

This paper presents a propositional framework for an updated understanding of the relationship between the internal social networks of a multinational enterprise (MNE), harnessing of tacit knowledge within these networks, the role that culture plays in tacit knowledge exchange, and the ultimate creation of innovation. Thus, we examine theories of tacit knowledge creation and exchange, social networking theory, cultural influences and propose an integrated understanding of MNE innovation creation through internal social networks. The contribution of this paper is in the formulation of propositions that encapsulate the functional relationships between internal social networks, tacit knowledge, cultural considerations and innovation creation in MNEs. Managerial and research implications are then drawn.