Tacit knowledge transfer and its implementation on Small and Medium Enterprises

Rumanti, Augustina Asih; Hidayat, Trifenaus Prabu; Saputro, Yeremia Dwi

doi:10.1109/ieem.2015.7385715

Cited by 2 publications

(2 citation statements)

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“…Acquiring the tacit knowledge of DE who have learned lessons and gained knowledge over years is a desire and goal of all organizations as supported in literature from the 1990s on (Anantatmula & Kanungo, 2007;Burrows, Drummond, & Martinsons, 2005;Disterer, 2001;Okoroji et al, 2014;Qiu et al, 2014;Rumanti et al, 2015;Swap et al, 2001). The objective of this research was to extend the prior research into stories that utilized interviews to elicit tacit knowledge.…”

Section: Chapter 3: Methodologymentioning

confidence: 99%

“…Social media exists within many corporations today due to the issues outlined earlier with traditional KMS'. Current research either considers tacit knowledge to be unobtainable (Qiu et al, 2014), very difficult to obtain (Rumanti, 2015), or more obtainable through social media (Taherparvar, Esmaeilpour, & Dostar, 2014). This poses a challenge as social media, while providing an opportunity to share tacit knowledge, has different goals and outcomes when compared to traditional organizational KMS' as discussed earlier.…”

Section: Evaluation Of Experiments Against Other Kms Researchmentioning

confidence: 99%

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A Knowledge Management System (KMS) using a storytelling-based approach to collect tacit knowledge

Shaw

Liu

2016

SoutheastCon 2016

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Since the 1990s, Knowledge Management Systems (KMS) have been largely unsuccessful in the collection of tacit knowledge. The process, whether through direct input by the holder of the tacit knowledge or through an intermediary such as the collection of tacit knowledge through interviews and videos, has not succeeded. Reasons encompass the organizational (such as culture of the organization), the technological (example: poor tools), and the individual (example: knowledge is power, i.e. where experts with rare knowledge results in knowledge hoarding instead of transfer). The purpose of this study was to demonstrate that tacit knowledge could be successfully and consistently collected from the participants themselves and placed into a KMS using a storytelling-based approach. This study extended past research that collected stories for KMS' using interviews and videos by having participants directly entering their data, as stories, into a KMS. This was a new approach and it was posited that having participants use stories to enter their tacit knowledge themselves into a KMS would overcome their reluctance to provide tacit knowledge thus overcoming barriers to providing tacit knowledge into a KMS. The validation methodology was based upon three elements: the deep-dive research element, the issues and solution element, and the dissertation proposition element. The deep-dive research element was the extensive research for the study into knowledge management, storytelling, and other various methods for collection of tacit knowledge. The issues and solution element consisted of issues about tacit knowledge that were identified from the deep-dive research element, i.e. general arguments constructed about knowledge management which were backed by data from research into knowledge management systems and storytelling. Theoretical solutions to the issues regarding the capture of tacit knowledge were then constructed which included the storytelling-based approach and a KMS framework for the collection of tacit knowledge. Lastly was the dissertation proposition element which consisted of a thorough analysis of the survey data against each of the dissertation propositions. There were three propositions. Proposition 1 was sharing of knowledge and the storytelling-based approach. Proposition 2 was about the framework, the scenarios, guiding questions, and Communities of Practice (CoP), and Proposition 3 was about participant knowledge and interaction with forums. Each proposition was evaluated independently.

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