Tacit Knowledge In Organizations Research Articles

How Does Embodiment Enable the Acquisition of Tacit Knowledge in Organizations? From Polanyi to Merleau-Ponty

We address the question of how embodiment enables tacit knowledge acquisition in the workplace. Although references to tacit knowledge in organizational research are common, we still lack a refined theoretical account of how tacit knowledge is acquired, especially in relation to embodiment. Following Polanyi, we start with the premise that to know something tacitly implies a movement from subsidiary to focal awareness. We provide a process account of how embodiment enables tacit knowledge acquisition, by developing further Polanyi’s insights through Merleau-Ponty’s phenomenology and phenomenologically oriented cognitive science. We argue that tacit knowledge is inferred to exist when fluency is manifested in task-specific performance. In particular, task-specific tacit knowledge is acquired once the objective body, having engaged in indwelling, is co-operatively turned to a phenomenal body that develops focal/subsidiary awareness and task-specific body schemas. The phenomenal body is capable of responding to the solicitations of the task at hand, thus striving to find an optimal grip on task-related particulars. This ability develops through authoritative guidance by more experienced others, in the effort to improve the fluency of task execution by focusing on and scrutinizing subsidiary particulars. We illustrate this process with several examples and discuss its implications for organizational research.

Tacit knowledge in organizations: bibliometrics and a framework-based systematic review of antecedents, outcomes, theories, methods and future directions

PurposeThe purpose of this bibliometric and systematic literature review is to survey and evaluate key study’s in tacit knowledge (TK). Through analysing and synthesizing based on the antecedents, decisions, outcomes-theories, context and methods (ADO-TCM) framework, this paper highlights research gaps and avenues for future research. It is important to recognize the antecedents, results and theories in the available literature as it offers enough evidence for encouraging the significance of TK.Design/methodology/approachThis research paper follows a bibliometric analysis and systematic approach in identifying, analyzing and synthesizing pertinent literature in TK. A total of 59 research studies were carefully and systematically reviewed with the help of NVivo12 and excel software to code and analyse.FindingsWith the help of bibliometric analysis and framework-based systematic review, this research paper offers a retrospective view of the TCM framework in the amalgamation with ADO framework, bibliometric analysis and important themes of TK research.Originality/valueThis paper is different from existing reviews as the authors have to combine bibliometric analysis and framework-based systematic review approach to provide a more robust encapsulation of TK research. To the best of the knowledge, the present research is one of the first systematic reviews based on a framework relating to TK.

Application of multivariate statistics and 3D visualization analysis in tacit knowledge diffusion map

Tacit knowledge is an important factor for enterprises and institutions to enhance their knowledge innovation and value-added capabilities, and it is also a basic link to enhance organizational learning capabilities. With the development of technology, the dissemination of tacit knowledge has increasingly shown complex and dynamic trends. In order to make the tacit knowledge in the enterprise better circulate and generate greater economic value, therefore, this paper proposes a study on the diffusion map of tacit knowledge based on multivariate statistics and 3D visualization analysis. First of all, this paper analyzes the internal relationship between organizational learning and organizational tacit knowledge integration and organizational tacit knowledge innovation, and combines multiple statistical methods to propose an organizational tacit knowledge integration method based on tacit knowledge management. Secondly, we combine 3D visualization and generative confrontation network methods to analyze the data of tacit knowledge dissemination, and visualize the distribution of knowledge dissemination in three dimensions. In the simulation experiment test, this paper reveals that the spreading efficiency of tacit knowledge in the network is affected by related factors. Through this model, we hope to explore the behavioral laws of different types of nodes in the network and propose effective countermeasures to improve the efficiency of knowledge dissemination.

Is it possible to share tacit knowledge using information and communication technology tools?

PurposeThis study aims to determine whether it is possible to use information and communication technology (ICT) tools to share tacit knowledge. Few studies have considered this subject, and they have reported both the ineffectiveness and effectiveness of ICT tools for sharing tacit knowledge.Design/methodology/approachIn this study, the participants comprised 217 knowledge workers from New Zealand and researchers who attended a knowledge management conference in the UK. In all, 59% of the sample was men and 41% women. The research model compared the scores of knowledge workers in two categories of ICT, those that allow dialogue and those that do not, in relation to knowledge sharing in organizations. The instrument used a Likert scale with five levels of response.FindingsIt was found that not all ICT technologies let tacit knowledge to be shared, but those ICT that facilitate dialogue, for example, text messaging and video conferences. Emails did not facilitate the exchange of tacit knowledge.Research limitations/implicationsIt is suggested to replicate the study with different countries to evaluate the role of culture in the communication of tacit knowledge.Practical implicationsAn implication for practitioners based on this study is that email should not be the preferred mode for transferring knowledge between an organization and their workers. This mode is adequate for the exchange of explicit knowledge, but it has a limited capacity for transferring tacit knowledge. Thus, organizations may increase the use of audio and video tools to transfer electronically tacit knowledge. Interaction or socialization may facilitate the understanding and internalization of tacit knowledge by workers.Originality/valueThis study contributed to understand the reason for contradictory results from previous research. ICT tools are effective to share tacit knowledge when they facilitate dialogue. Results also support practitioners about how to obtain more effective exchange of tacit knowledge in organizations.

Green Marketing Exploration on Customer Retention in Improving Business Performance with Tacit Entrepreneurship Knowledge as Moderator

<p>Global warming is a central issue, so it needs strategic steps for organizations or companies to find solutions because it threatens the future. This article aims to provide an overview of the importance of research on the role of green marketing and customer retention in improving business performance, using the factor of tacit entrepreneurial knowledge as a moderating variable. This research is qualitative, using a library research approach. The results obtained six preparations: First, the more effective the implementation of green marketing by the organization, the more it will improve customer retention patterns. The second proposition, the more effective green marketing is, the more business performance will be—the third proposition, the stronger the customer retention, the stronger the effect on improving organizational performance. The fourth proposition, the higher tacit knowledge about entrepreneurship possessed by organizations and individuals followed up intensively through interaction with customers, the customer resistance will increase, and the higher tacit knowledge owned by organizations and individuals in it, the more effective it will be. Green marketing. The fifth proposition, the higher the organization's tacit knowledge and the individuals in it, the higher the organizational performance will be.</p>

Learning Link in Organizational Tacit Knowledge Creation and Dissemination

Knowledge that is not well managed and shared disintegrates easily, especially, tacit knowledge that resides in the mind and is accumulated over time. In the realm of knowledge management processes, knowledge sharing is vital yet probably the most difficult one. Knowledge sharing refers to the transference of knowledge among individuals, groups, teams, departments, and organizations. It is also the building block for the success of the organization as it provides a competitive edge. However, many factors that affect knowledge-sharing behaviors include personal characteristics, characteristics of groups, organizations, trust, culture, etc. Different researchers have identified and explained various antecedents to knowledge-sharing behavior. However, the purpose of this conceptual article is to uncover the issues in knowledge sharing and transfer, particularly investigate the learning link in organizational tacit knowledge creation and dissemination.

The Effect of Social Capital on Tacit Knowledge-Sharing Intention: The Mediating Role of Employee Vigor

The role of social capital in predicting knowledge sharing has received considerable attention in research. However, very limited research has investigated the mechanisms mediating this relationship. To address this important gap in knowledge, the purpose of this study was to examine employee vigor as a psychological mechanism mediating the effect of social capital on tacit knowledge-sharing intention. Data collected from 209 employees in multiple industries in China were empirically tested by using structural equation modeling analysis. The results show that social capital positively affects emotional energy, which then positively influences the intention to share tacit knowledge. However, neither physical strength nor cognitive liveliness mediates the path through which social capital impacts tacit knowledge-sharing intention. Our research findings unpack the impact mechanism of social capital on tacit knowledge-sharing intention, and provide practical insights into how to use social capital to facilitate employees to share tacit knowledge in organizations.

Key Resources in Game Developers’ Business Models

This paper presents the results of the research on key resources exploited under business models of video game developers. The main attention is paid to the identification and hierarchizing of key resources, as well as their specific types. It should be noticed that the reported study takes into account diversification of video game developers in terms of monetization models exploited, i.e. premium, freemium, or hybrid, which seems to be novel.In general, the findings locate people together with their tacit, experience-based knowledge at the top of the key resources hierarchy. Nevertheless, the results show that there are differences in perception and exploitation of the key resources among the considered types of game developers. Interestingly, only those with the premium monetization model point at tacit organizational knowledge as a specific type of key resources exploited under their business model. Moreover, the identified relational resources – although not considered in the business model canvas approach – are acknowledged only by developers using the hybrid monetization model. Last but not least, physical resources are seen as non-key ones by all the considered types of game developers.

Toward a Better Understanding of Tacit Knowledge in Organizations: Taking Stock and Moving Forward

Tacit knowledge is the knowledge that we draw on in use, but is difficult to have consciousness of, or to express in language. The proliferation in the use of tacit knowledge in management research...

Comparative Analysis of Contemporary Modeling Languages Based on BPM4KI Meta-Model for Sensitive Business Processes Representation

This article presents a set of Sensitive Business Process (SBP) modeling requirements and proposes a multi-criteria evaluation framework to appraise the expressiveness of currently widely used business process modelling formalisms to select the most suitable for SBP representation. The modelling of SBPs, be they process oriented or knowledge oriented, presents special requirements dictated by several factors: the highly dynamic complexity and flexibility of the processes; the high number of critical activities requiring intensive acquisition, sharing, storage and (re)use of very specific crucial knowledge; the specificity and diversity of information and knowledge sources; and the high degree of collaboration and interaction (intra/inter-organizational) among participants (who apply, create and share a great amount of very important tacit organizational knowledge, in order to achieve collective objectives and create value). As SBP models get more complex, the selection of the appropriate modeling formalism gains in importance to improve the identification of crucial knowledge that is mobilized and created by these processes. Furthermore, the result of the evaluation led us to justify the choice of the better one positioned nowadays, the standard BPMN 2.0. Besides, the authors have illustrated the practical applicability of this specification on a medical process in the context of the organization of protection of the motor disabled people of Sfax-Tunisia.

Sensitive Business Processes: Characteristics, Representation, and Evaluation of Modeling Approaches

This article presents a set of sensitive business process (SBP) modeling requirements and proposes a multi-criteria evaluation framework to appraise the expressiveness of currently widely used business process modelling formalisms to select the most suitable for SBP representation. The modelling of SBPs, be they process oriented or knowledge oriented, presents special requirements dictated by several factors: the highly dynamic complexity and flexibility of the processes; the high number of critical activities requiring intensive acquisition, sharing, storage and (re)use of very specific crucial knowledge; the specificity and diversity of information and knowledge sources; and the high degree of collaboration and interaction (intra/inter-organizational) among participants (who apply, create and share a great amount of very important tacit organizational knowledge, in order to achieve collective objectives and create value). As SBP models get more complex, the selection of the appropriate modeling formalism gains in importance to improve the identification of crucial knowledge that is mobilized and created by these processes. Furthermore, the result of the evaluation led us to justify the choice of the better one positioned nowadays, the standard BPMN 2.0. Besides, the authors have illustrated the practical applicability of this specification on a medical process in the context of the organization of protection of the motor disabled people of Sfax-Tunisia.

Tacit Knowledge for the Development of Organizations

Knowledge is mainly divided into two types: tacit and explicit. The purpose of this study is to examine the concept of tacit knowledge and the application of it for the development of organizations. It is evident that tacit knowledge has a strong connection with the research area of knowledge management. The present global economy is tacit knowledge based for the sustainable development. Since it is very complex in its nature, therefore acquire and extract of tacit knowledge is not a very easy task. It is unwritten, unspoken and hidden vast storehouse of knowledge of a person. It stresses on the success and well-being of humankind. It is obtained as a result of the direct interaction between individuals and their environments. The paper analyzes the importance of tacit knowledge for the sustaining of the long-term capabilities and performance in organizations. An attempt has been taken here to discuss sharing of tacit knowledge in organizations. This paper also tries to explore the properties of tacit knowledge in some detailed.

Assessing Tacit Knowledge and Sharing Intention: A Knowledge Internalization Perspective

Because of the scarcity of research on knowledge internalization, a powerful means for acquiring tacit knowledge which is an intellectual asset critical to sustainable competitive advantage of an organization, this study develops a construct of knowledge internalization and examines its nomological validity. We define knowledge internalization as the process in which an individual relies on various cognitive mechanisms to transform his or her declarative knowledge into actionable procedural knowledge. Analyzing data collected from 259 knowledge workers, we found that knowledge internalization is a second‐order formative construct comprising organization and structure, mental models, efficiency, automaticity, and metacognition dimensions. The effect of knowledge internalization on intention to share knowledge is fully mediated by expert power and knowledge self‐efficacy. The effect of knowledge internalization on expert power is partially mediated by knowledge self‐efficacy. This study contributes to the literature by offering an elaborated construct of knowledge internalization and establishing its nomological validity in the knowledge sharing phenomenon. The developed measure of knowledge internalization can be tailored to assess employees' tacit knowledge in organizations. Copyright © 2016 John Wiley & Sons, Ltd.

Action Driven Decision Modeling Framework towards Formulating Software Project Management Tacit Knowledge

Managing the tacit knowledge in organizations raises substantial challenges in regards of the associated processes. In software project management decision making has the critical role in this scenario since it defines the manager’s responsibilities and stems from the various sources linked to the process. With the respect of tacit knowledge, the decision making constructs the essential foundation and thereby it needs a reliable framework for modeling of the decision structure. In this paper a conceptual multi-method simulation based framework will be introduced in a modality to cover multiple levels of the decision structure over software project management process. The methods used are integrated towards a multi-method simulation model whereas each of these methods exclusively realizes distinct aspect of software project management. The framework evolves the manner of decision making by a paradigm which establishes the foundation for a tactical level understanding and decision support for practitioners. At the results section an optimal policy for the framework will be presented.

Research on Organization Tacit Knowledge Transferring: An Evolutionary Game Theoretic Analysis

The transfer and the management of the tacit knowledge is one of the most important issues in the knowledge transferring context to create organizational competitive advantage in the fast growing competitive world. As we know, organization tacit knowledge transferring is a dynamic game process, this research applies evolutionary game theory to analyze the tacit knowledge transferring activities among organizations and the stability balance issue in organization knowledge transferring. Based on the theory of games, this paper constructs the evolutionary game process model for organization tacit knowledge transferring. And through the equilibrium point of the model, the different knowledge transferring bodies game replicated dynamics and stability are analyzed. With this model, the reason why tacit knowledge is hard to be transferred and the path of tacit knowledge transferring is analyzed.

An Approach to Expert Finding Based on Multi-Granularity Two-Tuple Linguistic Information

Since organizational tacit knowledge resides in the owner’s brain, finding relevant experts in the specific fields is crucial to utilize this type of knowledge. In this paper, an approach to expert finding is proposed to assist the user to find the required experts. The method adopts the multi-granularity two-tuple linguistic information to construct the expert profile, that is, to model expert’s expertise. The user query the expert based on the fuzzy linguistic information. Then, the relevant experts are ranked according to the matching degree between the expert profile and the query. Finally, a numerical example is given to illustrate the effectiveness of the proposed approach.

Tacit Knowledge Taxonomy and Transfer: Case-Based Research

Tacit organizational knowledge is intangible, implicit, and profoundly attached to people (Spender, 2003). While highly complex, it is also a driving force of organizational performance, and its transfer crucial in capitalizing on existing resources (Cross & Baird, 2000). Spender (1998) suggested that tacit knowledge may represent an alternative system of organizational knowledge, and this author investigated this notion. This research is built upon empirical evidence from six knowledge transfer case studies so as to examine tacit knowledge and provide insight into what makes it tacit. Nine distinct, however not mutually exclusive types of tacit knowledge were identified through this research: Skill, Cause-effect, Cognitive, Composite, Cultural, Unlearning, Taboo, Human, and Emotional. Each type can be discerned with its unique set of elements that is essentially responsible for it being tacit, or subjective. In addition, the relationship between the problematic nature of knowledge and its transferability is explored. Various knowledge transfer channels are examined for their richness. Results indicated that no transfer channel was rich independently of the knowledge it transfers, and that all effective channels involved an active ‘pull’ of the knowledge by its recipient.

An approach to expert recommendation based on fuzzy linguistic method and fuzzy text classification in knowledge management systems

Since organizational tacit knowledge such as know-how and experiences usually resides in the owner’s brain, consulting the expert is an effective and efficient way to utilize this type of knowledge. However, users are no longer able to effectively find the appropriate experts in the knowledge management system due to the complexity and diversity of the expertise and the knowledge needs. In this paper, an approach to expert recommendation is proposed to assist the user to find the required experts. The method adopts the fuzzy linguistic method to construct the expert profile, that is, to model expert’s expertise. In addition, the fuzzy text classifier is used to get the relevant degree of the document to each knowledge area when the document is registered, which is the base of the following user profile construction. Then, the user profile consisting of the time and the relevance factors of the rated documents is constructed to derive the overall knowledge needs level of the user. Consequently, the expert that fulfills the knowledge needs most is recommended based on the similarity between the derived expert profile and the user profile. The developed prototype system, “knowledge management system in aircraft industry company”, is introduced and the experimental results show the proposed approach is feasible and effective.

Editor's Comments: Construct Clarity in Theories of Management and Organization

Editor's Comments: Construct Clarity in Theories of Management and Organization

Tacit Knowledge in Organizations

Tacit Knowledge in Organizations