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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.
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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 either…
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.
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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 developing…
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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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 and tacit…
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.
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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 exploration…
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.
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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 trust…
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.
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The purpose of this paper is to assess how the transfer of explicit and tacit knowledge is affected by the knowledge disseminative capacity of a foreign parent firm, with an…
Abstract
Purpose
The purpose of this paper is to assess how the transfer of explicit and tacit knowledge is affected by the knowledge disseminative capacity of a foreign parent firm, with an emphasis on the moderating role of psychic distance, by developing and testing a theoretical model of international joint venture (IJV) learning.
Design/methodology/approach
The author tested the hypotheses with survey data collected from 199 IJVs in South Korea, estimating a structural equation model using AMOS 23.0.
Findings
The author found that the capacity of the foreign parent to disseminate knowledge to the IJV has a greater impact on explicit knowledge transfer than tacit knowledge transfer. He also found that the relationship between disseminative capacity and explicit knowledge transfer is significantly moderated by psychic distance, but the relationship between disseminative capacity and tacit knowledge transfer is not.
Originality/value
The results are critical for IJVs and parent firms seeking to improve knowledge transfer, as they establish the importance of parent firms’ disseminative capacities and the moderating role of psychic distance in the process of both tacit and explicit knowledge transfer. This research addresses the research gap regarding disseminative capacity by providing empirical evidence.
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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.
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Qiao Shi, Qiankun Wang and Zeng Guo
This paper aimed to examine the role of knowledge sharing among member enterprises between collaborative innovation activities and innovation performance and between building…
Abstract
Purpose
This paper aimed to examine the role of knowledge sharing among member enterprises between collaborative innovation activities and innovation performance and between building information modeling (BIM) application and innovation performance in the construction supply chain.
Design/methodology/approach
The structural equation model was used in this study. First, the hypothesis of the relationship between collaborative innovation activities, BIM application, knowledge sharing and innovation performance in the construction supply chain was proposed based on experience; then, the research data were collected by investigation; finally, this hypothesis was tested through data analysis.
Findings
(1) Collaborative innovation activities in the construction supply chain had a positive impact on explicit knowledge sharing, tacit knowledge sharing and innovation performance. (2) BIM application had a positive impact on explicit knowledge sharing and innovation performance, while it had no significant impact on tacit knowledge sharing. (3) Explicit knowledge sharing had no positive effect on innovation performance, while tacit knowledge sharing had positive effect on organizational performance. (4) Tacit knowledge sharing produced partial mediating effect between collaborative innovation activities, BIM application and innovation performance, while explicit knowledge sharing produced complete mediating effect between BIM application and tacit knowledge sharing.
Originality/value
A relationship model among collaborative innovation activities, BIM application, explicit and tacit knowledge sharing and innovation performance in the construction supply chain was proposed, and the rationality of the model was verified by empirical analysis. Discovering the relationships between these factors can be not only conducive to mastering the effect of explicit and tacit knowledge sharing in the collaborative innovation process of construction supply chain, but also play a guiding role for the function development of BIM.
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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…
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.
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