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Article
Publication date: 20 November 2020

Sarra Berraies, Khadija Aya Hamza and Rached Chtioui

The aim of this paper is to highlight the impact of distributed leadership (DL) on exploitative and exploratory innovations through the mediating effects of organizational…

Abstract

Purpose

The aim of this paper is to highlight the impact of distributed leadership (DL) on exploitative and exploratory innovations through the mediating effects of organizational trust (OT) and tacit and explicit knowledge sharing (KS).

Design/methodology/approach

Focusing on a quantitative approach, an empirical study was performed within a sample of information and communication technology Tunisian firms. The data collected was analyzed through the Partial Least Squares (PLS) method.

Findings

Findings revealed that DL is a driver of tacit and explicit KS, and exploitative and exploratory innovations. It also highlighted that tacit KS is associated with these two types of innovation. In this line, results showed that tacit KS plays a mediating effect between DL and exploitative and exploratory innovations. Moreover, our research highlighted that DL has a positive impact on OT that in turn boosts tacit and explicit KS.

Originality/value

This paper investigates the links between DL and exploitative and exploratory innovations within knowledge intensive firms (KIFs) that have never been studied in the literature within the context of business firms. This paper pioneers the examination of the mediating roles of explicit and tacit KS and OT in these links as well. This paper highlights the importance of DL for KIFs and sheds the light on how this collectivist approach of leadership creates an atmosphere of trust and fosters tacit and explicit KS to boost exploitative and exploratory innovations.

Details

Journal of Knowledge Management, vol. 25 no. 5
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 26 October 2020

Jordan R. Gamble

The aim of this paper is to explore the dichotomous role of knowledge through an examination of tacit and explicit knowledge in organizational change contexts.

Abstract

Purpose

The aim of this paper is to explore the dichotomous role of knowledge through an examination of tacit and explicit knowledge in organizational change contexts.

Design/methodology/approach

The study's aim is achieved by an analytical review of the seminal and contemporary knowledge management literature.

Findings

The paper contributes to the current body of knowledge management literature by analyzing a wide range of key literature and presenting a contemporary overview that compares the role of tacit and explicit knowledge within organizational change contexts.

Research limitations/implications

The findings contribute toward theoretical development in the knowledge management field by providing researchers with future research directions to build upon previous theoretical understandings and advance our collective knowledge of the research domain.

Practical implications

The paper offers practical and pragmatic insights that will help firm managers to use tacit and/or explicit knowledge to manage organizational change.

Originality/value

This article presents an original comparative table that summarizes and compares the key understandings and insights from across the literature sources on a range of important aspects, and then presents implications for the two knowledge typologies. The paper also presents an original research framework containing a structured database of related calls for research by the latest academic publications. Furthermore, it provides specific and informed managerial recommendations for best practice in the integration of these knowledge typologies into organizational change management.

Details

Journal of Organizational Change Management, vol. 33 no. 6
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 28 May 2020

M. Ángeles López-Cabarcos, Suresh Srinivasan and Paula Vázquez-Rodríguez

By fusing knowledge-based theory, organizational learning theory and dynamics capability theory, this study aims to explore, on the one hand, the linkage between…

Abstract

Purpose

By fusing knowledge-based theory, organizational learning theory and dynamics capability theory, this study aims to explore, on the one hand, the linkage between exploration, sensing and tacit knowledge, and on the other hand, exploitation, seizing and explicit knowledge. Thereby, it argues that not only tacit knowledge but also explicit knowledge contributes to competitive advantage for firms. This study also investigates how knowledge transforms into profitability.

Design/methodology/approach

The conceptual model is tested with a study sample of 153 industrial organizations using structural equation modelling.

Findings

Results confirm the importance of both tacit and explicit knowledge for achieving sustainable competitive advantages. Furthermore, both tacit and explicit knowledge transform into profitability, both directly and through product innovation and customer centricity which play partial mediating roles.

Practical implications

Explicit knowledge strategies can be easier to manage, implement and institutionalize than tacit knowledge strategies, which require human component and intervention to succeed. Managers should hence first implement explicit knowledge strategies to gain expeditious results. Further, with the advent of digital technologies and algorithms that can extract deep customer insights and organizational experiences which are highly tacit in nature and codifying the same into explicit knowledge, the importance of explicit knowledge is further enlarged.

Originality/value

By fusing three adjacent theories to establish a robust model specification, this study is able to demonstrate the contribution of explicit knowledge in the firm’s competitive advantages.

Details

Journal of Knowledge Management, vol. 24 no. 5
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 1 January 2005

Sajjad M. Jasimuddin, Jonathan H. Klein and Con Connell

This paper contrasts two perspectives on the distinction between tacit and explicit knowledge: on the one hand, the perspective that categorises knowledge as belonging to…

Abstract

Purpose

This paper contrasts two perspectives on the distinction between tacit and explicit knowledge: on the one hand, the perspective that categorises knowledge as belonging to either one or the other class; and, on the other hand, the perspective that views knowledge type as a graded continuum.

Design/methodology/approach

The paper explores the extensive literature on the topic, and from this literature engages in conceptual development.

Findings

The paper adopts the view that the continuum perspective, in which knowledge in a particular context has both tacit and explicit characteristics, is of particular value when considering the knowledge strategy of an organisation. Whereas the former perspective presents a well‐known dilemma, the continuum perspective permits the specification of a strategy in which the advantages of both tacit and explicit knowledge can, in principle, be obtained. One such strategy might be one that renders organisational knowledge as internally explicit, but externally tacit.

Originality/value

The paper develops a view of the explicit/tacit dilemma that leads to a possible way forward in resolving the dilemma for organisations.

Details

Management Decision, vol. 43 no. 1
Type: Research Article
ISSN: 0025-1747

Keywords

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Article
Publication date: 9 January 2019

Mostaque Zebal, Ahmed Ferdous and Colin Chambers

The purpose of this paper is to develop and propose an integrated model of marketing knowledge from a tacit knowledge management perspective. This paper further aims at…

Abstract

Purpose

The purpose of this paper is to develop and propose an integrated model of marketing knowledge from a tacit knowledge management perspective. This paper further aims at developing a linkage between explicit knowledge perspective (internal and external marketing) and tacit knowledge orientation of an organization, leading to improved business success.

Design/methodology/approach

This paper develops a conceptual model showing the integration of the internal, tacit and explicit knowledge perspectives that results in improved business success. The proposed model and associated propositions are drawn from the synthesis of relevant knowledge and marketing literature.

Findings

Five major associated propositions are offered in the paper, which inform both scholars and practitioners about what constitutes a holistic market orientation and how organizations can achieve business success by adopting both an internal and external orientation to tacit and explicit knowledge management.

Originality/value

The model makes an original contribution to theoretical and organizational marketing management knowledge. It does this by extending the conceptual and operational boundaries of existing models of internal and external marketing, aimed at helping organizations achieve competitive advantage and business success.

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Article
Publication date: 14 November 2016

Syed Rahmatullah Shah and Khalid Mahmood

The purpose of this paper is to study stated effects of independent variables of trust, social networks, and information and communication technologies (ICTs) on explicit

Abstract

Purpose

The purpose of this paper is to study stated effects of independent variables of trust, social networks, and information and communication technologies (ICTs) on explicit and tacit knowledge. Further, it explained contributions of explicit and tacit knowledge to performance in academic environment.

Design/methodology/approach

This study is based on research model of hypothetical relationships of various criterion and predictor variables. Structural equation model was used in which research model was analyzed by using confirmatory factor analysis.

Findings

Some criterion variables were observed for predictor variables of explicit and tacit knowledge. It was observed that explicit knowledge contributed indirectly and tacit knowledge contributed directly to overall performance. Current research explained explicit and tacit knowledge as contributors for performance. It also explained effects and patterns of explicit and tacit knowledge toward performance.

Originality/value

This research highlighted that the effects of contributing factors for explicit and tacit knowledge have variations in response to socio-economic and geo-political circumstances. These variations can be expected from other issues like use and access of ICTs. But contributing pattern of knowledge for performance remains same.

Details

Library Management, vol. 37 no. 8/9
Type: Research Article
ISSN: 0143-5124

Keywords

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Article
Publication date: 1 December 2005

Norman Mooradian

The purpose of this paper is to develop and clarify a central concept of knowledge management, tacit knowledge.

Abstract

Purpose

The purpose of this paper is to develop and clarify a central concept of knowledge management, tacit knowledge.

Design/methodology/approach

The paper investigates the philosophical roots of the concept of tacit knowledge and compares its core elements with current uses of the concept in contemporary knowledge management research. Different interpretations of the concept are identified, analyzed and clarified. A more explanatory and useful interpretation is developed and applied to current issues in knowledge management. A new KM implementation model is described based on a fuller understanding of the tacit/explicit distinction.

Findings

The main conclusion of the paper is that the concept of tacit knowledge as it appears in the literature is vague and ambiguous. This vagueness creates confusion that, in turn, makes developing and implementing KM strategies more difficult. However, by understanding the philosophic roots of the concept of tacit knowledge it becomes possible to develop a clearer and more useful interpretation of the concept that can be used to guide KM implementations.

Practical implications

A new KM implementation model is described based on the analytical findings of the paper. An implied model based on a confused understanding of the tacit/explicit distinction is identified and rejected.

Originality/value

The paper clarifies and develops one of the most important concepts in KM. It provides a fuller description of its role in KM and disentangles it from related but distinct concepts. The paper reframes the tacit/explicit distinction and provides a set of guiding principles to be used by researchers and managers.

Details

Journal of Knowledge Management, vol. 9 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

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Article
Publication date: 1 December 2001

Elizabeth A. Smith

Knowledge plays a key role in the information revolution. Major challenges are to select the “right” information from numerous sources and transform it into useful…

Abstract

Knowledge plays a key role in the information revolution. Major challenges are to select the “right” information from numerous sources and transform it into useful knowledge. Tacit knowledge based on common sense, and explicit knowledge based on academic accomplishment are both underutilized. Ways knowledge‐enabled organizations acquire, measure, teach, share and apply knowledge are discussed and illustrated. Methods to balance the use tacit and explicit knowledge at work and practical, proven ways to improve the understanding and use of knowledge are presented. Organizations must begin to create worker‐centered environments to encourage the open sharing and use of all forms of knowledge.

Details

Journal of Knowledge Management, vol. 5 no. 4
Type: Research Article
ISSN: 1367-3270

Keywords

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Article
Publication date: 1 June 2004

Mark Stover

This article describes the process of knowledge transformation (from tacit to explicit to codified knowledge) in organizations. The article proposes that much of the…

Abstract

This article describes the process of knowledge transformation (from tacit to explicit to codified knowledge) in organizations. The article proposes that much of the knowledge held by reference librarians is tacit knowledge that needs to be made explicit and formalized. The Web‐based Ready Reference Database at San Diego State University is analyzed as an example of the process of knowledge conversion in library reference services.

Details

Reference Services Review, vol. 32 no. 2
Type: Research Article
ISSN: 0090-7324

Keywords

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Article
Publication date: 6 April 2010

Iris Reychav and Jacob Weisberg

This paper seeks to present an innovative scale that sheds light on the ways in which intentions to share explicit and tacit knowledge impact actual knowledge‐sharing behavior.

Abstract

Purpose

This paper seeks to present an innovative scale that sheds light on the ways in which intentions to share explicit and tacit knowledge impact actual knowledge‐sharing behavior.

Design/methodology/approach

Survey data were collected from a total of 278 hi‐tech workers. Structural equation modeling (SEM) was used to assess the research model.

Findings

SEM shows that the intention to share explicit knowledge influences explicit knowledge‐sharing behavior to an equal extent both directly and indirectly. By contrast tacit knowledge‐sharing behavior is influenced directly to a greater extent by the intention to share tacit knowledge and less indirectly by the intention to share explicit knowledge.

Research limitations/implications

The study provides a potential tool that may be applied by managers for the purpose of measuring explicit and tacit knowledge‐sharing intention and behavior. Its limitations are due to the limited socio‐economic and geographic variability of the companies and people that were studied, which may need further studies to substantiate.

Originality/value

Whereas there is a consensus as to the need for and the benefits of sharing knowledge, there are no tools for measuring the roots of sharing behavior. The scale presented here captures the underlying intention, measures it, and assesses the resulting behavior.

Details

Journal of Knowledge Management, vol. 14 no. 2
Type: Research Article
ISSN: 1367-3270

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