Tacit Knowledge Management Within Hospitality Establishments

Avdimiotis, Spyros

doi:10.4018/ijkm.2016070102

Cited by 8 publications

(6 citation statements)

References 60 publications

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“…About this, Czernek (2017) points that hospitality and tourism need to invest more in KM, since these sectors have and work a lot with tacit knowledge. However, Avdimiotis (2016a) and Sigala and Chalkiti (2007) describe that the management of tacit knowledge as a research field in the studies of hotel management is still immature, showing a potential research field to be explored. Avdimiotis (2016a) still reveals that this type of knowledge is recognized as the "cornerstone" of competitive advantage, and Avdimiotis (2012) reports that it is compared to the body of the intellectual capital iceberg.…”

Section: Emphasis Of the Researches On Tacit Knowledgementioning

confidence: 99%

“…However, Avdimiotis (2016a) and Sigala and Chalkiti (2007) describe that the management of tacit knowledge as a research field in the studies of hotel management is still immature, showing a potential research field to be explored. Avdimiotis (2016a) still reveals that this type of knowledge is recognized as the "cornerstone" of competitive advantage, and Avdimiotis (2012) reports that it is compared to the body of the intellectual capital iceberg. It serves to attract and retain employees with unique knowledge (Bednarska & Olszewski, 2013), and to improve employee performance in engaging in affective bonds and in understanding the needs and expectations of customers (Pereira, Alves & Ferreira, 2021).…”

Section: Emphasis Of the Researches On Tacit Knowledgementioning

confidence: 99%

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Tourism, knowledge management and its processes

Otowicz¹,

Lacerda²,

Emmendoerfer³

et al. 2022

RBTUR

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When it comes to knowledge management (KM), one of the ways to classify it is through its processes. When it comes to tourism, it is the sectors that reveal its practical development. At this juncture, this article aims to analyze which are the tourism sectors that are considering KM in their research, as well as which KM processes are most used in tourism studies. To this end, this research is supported by an integrative literature review and follows the guidelines of the PRISMA recommendation. Due to the research protocol established and using the Scopus and Web of Science databases, an initial sample of 376 articles was obtained, of which 107 met the eligibility criteria. The research results are: (1) the most representative sectors are macro tourism and the accommodation services segment; (2) there is an emphasis on knowledge sharing and transfer processes, which are KM concerns also in other areas; (3) the researches highlight tacit knowledge, given its management complexity and the competitive differential it supports; (4) the researches on KM in tourism received criticism for low quality, complexity of scientific language, or disconnection with the managers and operators in the private and public sectors.

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Section: Emphasis Of the Researches On Tacit Knowledgementioning

confidence: 99%

Section: Emphasis Of the Researches On Tacit Knowledgementioning

confidence: 99%

Tourism, knowledge management and its processes

Otowicz¹,

Lacerda²,

Emmendoerfer³

et al. 2022

RBTUR

View full text Add to dashboard Cite

show abstract

“…Tacit knowledge is associated with individual employees' experience and cannot be written down, which makes it difficult to share. Tacit knowledge is always embedded in social processes (Avdimiotis, 2019;Okumus, 2013). Interaction among employees, managers, and customers is the key to facilitating tacit knowledge's circulation in hospitality and tourism organizations.…”

Section: Knowledge-sharing Processmentioning

confidence: 99%

The Evolution of Knowledge Sharing Community Development: A Chinese Social Practice Perspective

Fung

Hon

2021

Journal of China Tourism Research

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Common difficulties faced by Chinese tourism firms are the industry's high turnover rate and adaption to the strong organizational culture. To maintain their knowledge capital, firms are using knowledge-management systems to encourage knowledge-sharing behavior from employees. This is a conceptual paper which proposes a conceptual framework of knowledge sharing by identifying four key factors, organizational culture, leadership, material support from the organization, and individual competence, based on previous studies of knowledge creation (e.g., socialization, combination, internalization, and externalization). This knowledge-sharing framework will help tourism firms to develop a knowledge-sharing community through the establishment of a knowledge-management system. We provided a detailed discussion for the evolution of knowledge-sharing framework, and future directions are also suggested for tourism and hospitality research in knowledge sharing community development.

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“…In the tourism industry many firms grow globally by using strategies based on the transfer of knowledge resources. Knowledge transfer processes in this sector have not received much attention in the scientific literature (Hallin and Marnburg 2008;Shaw and Williams 2009;Advimiotis, 2016). Hallin and Marnburg (2008) present the first review of empirical studies on knowledge management in the hospitality field; Shaw and Williams (2009) relationship between tacit knowledge acquisition/transfer and behaviors originating in a working environment where task assignments fit employees' personal characteristics.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Analysis of knowledge tacitness in the transfer of food and beverage practices: Evidence from new c

García-Almeida

Ballesteros-Rodríguez

2018

jesb

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Knowledge is a valuable resource that can provide a firm competitive advantages. Food and beverage practices require the existence of knowledge to effectively perform the activities in this key department for many hotels. When hotel firms grow by integrating new hotels in the organizational structure, managers usually want to transfer the knowledge underlying the key practices. However, the transfer is affected by the level of knowledge tacitness, since this characteristic is considered to render the transfer more difficult. With data from 93 new chain hotels where F&B knowledge has been transferred, the results shed some light about the tacitness of F&B knowledge and its transfer. Thus, customer service knowledge is the knowledge with the lowest degree of tacitness, and food planning, production and preparation is the most tacit. The most frequent mechanism to transfer the knowledge on food planning, production and preparation and the knowledge on management and control of purchases and consumption is the use of staff from the headquarters or other chain hotels in long-term assignments; the preferred method for F&B customer service is training courses, lectures and seminars. Moreover, the tacitness of knowledge about F&B customer service negatively affects the knowledge transfer process in several success dimensions.

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Tacit Knowledge Management Within Hospitality Establishments

Cited by 8 publications

References 60 publications

Tourism, knowledge management and its processes

Tourism, knowledge management and its processes

The Evolution of Knowledge Sharing Community Development: A Chinese Social Practice Perspective

Analysis of knowledge tacitness in the transfer of food and beverage practices: Evidence from new c

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