Tacit knowledge sharing in knowledge-intensive firms: the perceptions of team members and team leaders

Castellani, Paola; Rossato, Chiara; Giaretta, Elena; Davide, Raffaela

doi:10.1007/s11846-019-00368-x

Cited by 48 publications

(41 citation statements)

References 66 publications

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“…Castellani et al [47], observed that organizations with higher knowledge capital are more likely to build a strong competitive advantage in any sector and enjoy long term sustainability against their rivals. In this regard, access and locating a particular knowledge resource by the individual is key to performance and other accomplishments.…”

Section: Individual Characteristics Affecting Knowledge Sharingmentioning

confidence: 99%

Importance of Organizational Tacit Knowledge: Barriers to Knowledge Sharing

Lartey¹,

Shi²,

Santosh³

et al. 2022

Recent Advances in Knowledge Management

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This chapter incorporates the relevance of tacit knowledge and highlights some major barriers to knowledge sharing. Knowledge transfer is action through which; information, skills, expertise and experience is exchanged among people in an organization and it is a valuable and tangible asset for creating sustainability, performance and competitive advantage. From what is currently known, knowledge sharing activities occur generally with the support of knowledge systems designed by the board and knowledge managers. It is suggested that technology is one of the tools that support knowledge sharing, though other factors exist, such as organizational culture, trust, leadership and management philosophy, incentives and internal control systems. In this study, the researchers explore possible knowledge sharing opportunities and associated barriers, starting from top management to employees. The main purpose of this chapter is to look at how tacit knowledge affects organizational success. The chapter also covers ways to promote knowledge transfer in order to improve organizational performance and innovation. The discussion elaborated on the significance of tacit knowledge in a way that previous literature does not. It is emphasized that, from a resource-based view, businesses gain competitive advantage when they value and retain their existing tacit knowledge, as explicit knowledge is already known to everyone. According to the study, important variables such as corporate culture, individual employees, technology, and organizational internal factors are potential hurdles that must be examined to minimize the impact on organizational learning.

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Section: Individual Characteristics Affecting Knowledge Sharingmentioning

confidence: 99%

Importance of Organizational Tacit Knowledge: Barriers to Knowledge Sharing

Lartey¹,

Shi²,

Santosh³

et al. 2022

Recent Advances in Knowledge Management

View full text Add to dashboard Cite

show abstract

“…Knowledge sharing improves problem-solving, enhances decision making and improves employee performance [45][46][47][48] Knowledge sharing improves idea generation and innovative behavior [49,50] Team level Knowledge sharing enhances problem-solving at the team level [51] Knowledge sharing improves team productivity [52,53] Knowledge sharing enhances team creativity [54,55] Organizational level Knowledge sharing facilitates organizational learning capability [56] Knowledge sharing increases organizational innovation [57,58] Knowledge sharing improves organizational financial performance in terms of cost reduction and profitability [59][60][61] It is important to remember that sharing knowledge is not always beneficial. It is a voluntary yet difficult action that demands time, effort and involvement [62][63][64].…”

Section: Individual Levelmentioning

confidence: 99%

Towards Sustainable Knowledge Sharing Practices: An Analysis of Organizational Level Enablers

et al. 2021

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Sustainable management activities focus on creating efficiencies and value for organizations. Scholars advocate that evaluating and enabling appropriate management interventions can pave the way for future competitive advantage and sustainability. Knowledge management is regarded as a key organizational resource and a means of gaining a sustainable competitive advantage. This is especially important in high-tech service organizations, which are under increasing pressure to capture, process and share knowledge efficiently. While much work has been conducted to advance our knowledge on good practices, there is a dearth of empirical evidence relating to organizational level enablers for knowledge sharing. We advocate that creating the conditions conducive to knowledge sharing influences an organization’s ability to sustain a long-term competitive advantage. Therefore, this current study extends the literature on knowledge management by exploring the questions of whether and how key organizational factors impact knowledge sharing, focusing on the role of trust, communication, reward systems and leadership. To do this, we analyzed prior work and generated hypotheses relating to relevant enablers. We then operationalized these constructs via a structured data collection instrument, which consisted of 27 measurable items. Empirical data were collected from 104 team members in a high-tech service organization in Ireland. Data were analyzed using a quantitative approach, and descriptive statistics, correlations and regression analyses are presented. Our research offers a persuasive body of evidence supporting the notion that trust, communication, reward systems, and leadership strongly impact knowledge sharing in organizations. Specifically, the findings reveal that employees are more willing to share their personal knowledge with those they trust, and carefully designed communication systems can enable knowledge sharing. Reward systems play an important role in affecting employees’ motivation to share knowledge, while empowering leadership and participatory leadership are two main drivers in promoting knowledge sharing. This research addresses a relatively unexplored area, has implications for sustainable management practices relating to organizational design and provides ideas for future research studies.

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“…Knowledge sharing is a good way to share knowledge among employees of an organization. Castellani et al, 2019) concluded that good knowledge sharing intentions despite low organizational investment in knowledge sharing tools, lack of time for training and low involvement of team members in strategic objectives. Top management's knowledge value and knowledge creation practices influence open innovation, which, in turn, affects organizational performance (Singh et al, n.d.).…”

Section: Introductionmentioning

confidence: 99%

Building Knowledge Management Through the Tacit Knowledge Video

Juliarini¹

2021

pae

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One of the things done in the knowledge management is making tacit knowledge videos. This study aims to: (1) analyze the process of tacit knowledge video production; (2) analyze the obstacles faced in making tacit knowledge videos; (3) find a solution to the obstacles encountered in making video tacit knowledge. The method used is the action research method where the authors conducted this research themselves, and then analyzed in a descriptive qualitative manner. The study uses primary and secondary data in the form of processes and experiences conducted by researchers, literature study, and video searching on Kemenkeu Learning Center (KLC). The results showed that the making of video through a series of processes, which are pre-production, production, post-production, evaluation, and uploading on KLC. The obstacle of making videos is because there is no clarity of the deadline for completing the work in the quality control stage and the lack of Widyaiswara's ability to make videos. The results of this action research can be copied by other parties who will do similar research. Another important finding from this research is the need for employees with special expertise in the video making.

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Tacit knowledge sharing in knowledge-intensive firms: the perceptions of team members and team leaders

Cited by 48 publications

References 66 publications

Importance of Organizational Tacit Knowledge: Barriers to Knowledge Sharing

Importance of Organizational Tacit Knowledge: Barriers to Knowledge Sharing

Towards Sustainable Knowledge Sharing Practices: An Analysis of Organizational Level Enablers

Building Knowledge Management Through the Tacit Knowledge Video

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