Identification and Evaluation on Tacit Knowledge Sharing Risks in Knowledge Alliances

Luo, Hongyun; Zhang, Qingpu; Lin, Xiangyi

doi:10.4156/ijipm.vol4.issue3.1

Cited by 1 publication

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“…During a search in the databases PROQUEST, EBSCO and JSTORfrom January 2005 to May 2016for the terms measurement or scale or evaluation or unstructured or decision process or decision-making, combined with the terms tacit knowledge, a lack of results from the insertion of tacit knowledge in unstructured decision-making procedures were detected, despite of other related studies (Jafari, Akhavan & Nourizadeh, 2013;Gubbins et al, 2012;Cianciolo et al, 2006;Zhang & Jin, 2013;Luo et al, 2013;Gourlay, 2006).…”

Section: Introductionmentioning

confidence: 99%

Tacit knowledge in unstructured decision process

Lucena

Popadiuk

2019

RAUSP

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Purpose This paper aims to identify the expressions and flows of tacit knowledge in the unstructured decision process. In this type of process, decision-makers use not only the explicit knowledge but also aspects such as intuition, experience and other forms of tacit knowledge. The research developed a qualitative approach, through a study of multiple cases, and applied semi-structured interviews to ten executives. The analysis of data was carried out according to Flores (1994) interpretative analysis of text technique. Results indicated that there was the insertion of tacit knowledge in all unstructured decision-making routines. It was also detected the need to explicitly add the routine of evaluation to the Mintzberg et al.’s (1976) model as elements of tacit knowledge were also identified at this stage of the decision-making process. Design/methodology/approach The research has taken a qualitative approach, through a study of multiple cases, applying semi-structured interviews to ten executives. The analysis of data was carried out according to technique for interpretative analysis of the text. Findings Results indicated that there was tacit knowledge in all unstructured decision-making routines. Also detected was the need to explicitly add the routine of evaluation to the model. Research limitations/implications It was unable to perform psychological studies to investigate the deepest cognitive and emotional aspects of managers, and it does not address, in depth, some issues that are related to tacit knowledge in decisions and that would be considered relevant. Practical implications Although this research was unable to dissect the composition of tacit knowledge in unstructured decision process, a better understanding of the aspects that make up the knowledge in question has been developed, providing some decision-making guidelines to managers. Social implications The language between communications actors can share decision-making rules to assist in the production and process of arguments necessary for the debate, evaluation and attribution of institutionally recurrent decisions. Originality/value The original contribution is present in a detailed description of the expressions of flows of tacit knowledge in unstructured decision-making processes, based on the model of Mintzberg et al. (1976). From the influence of tacit knowledge, it was found that the model in question needs to consider the relevance of the evaluation phase, as a stage equivalent to the other described by Mintzberg et al. (1976). These aspects have been better explained in the introduction and conclusion. Participant observation was not possible because the decision had already been taken by the informant at the moment of the interviews.

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