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Article
Publication date: 13 April 2021

Guodong Ni, Ziyao Zhang, Zhenmin Yuan, Haitao Huang, Na Xu and Yongliang Deng

The purpose of this paper is to figure out the paths about transformation of tacit knowledge into explicit knowledge, i.e. tacit knowledge explicating (TKE) in real estate…

Abstract

Purpose

The purpose of this paper is to figure out the paths about transformation of tacit knowledge into explicit knowledge, i.e. tacit knowledge explicating (TKE) in real estate companies, and determine the influencing factors of TKE in Chinese real estate companies to enable enterprises make better use of their knowledge resources.

Design/methodology/approach

The study adopted an exploratory design method using thematic analysis and grounded theory, and semi-structured interviews were conducted to collect data. The interviewees consisted of employees in different positions, who come from Chinese real estate companies with different ranking ranges and different knowledge management levels. Data collection was divided into two rounds for the identification of transformation paths and influencing factors.

Findings

This study has shown that 11 paths about TKE divided into solidified organization process and construction of organizational infrastructure go into effect within the real estate companies. Factors influencing TKE in real estate companies concern three main categories: organizational distal factors, contextual proximal factors and individual factors, including 21 subordinates in total. Furthermore, correlation between TKE paths and influencing factors is established.

Research limitations/implications

Research results may lack generalizability due to the method adopted. Therefore, researchers are encouraged to verify the outcomes of this research.

Practical implications

This research provides a new idea and solutions for the tacit knowledge management in real estate companies.

Originality/value

To the best of the authors’ knowledge, this study is the first to systematically identify paths and the influencing factors of TKE in real estate companies, contribute to the incipient but growing understanding of achievement of “tacit to explicit” and enrich the corporate tacit knowledge management literature.

Details

Engineering, Construction and Architectural Management, vol. 29 no. 3
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 12 July 2021

Mohammad Orsan Alzoubi, Ala’aldin Alrowwad and Ra’ed Masa’deh

This study aims to assess the relationships among tacit knowledge sharing, communities of practice (CoPs) and employees’ abilities to solve problems, customer’s…

Abstract

Purpose

This study aims to assess the relationships among tacit knowledge sharing, communities of practice (CoPs) and employees’ abilities to solve problems, customer’s satisfaction and innovation.

Design/methodology/approach

This quantitative research aims to examine the causal relationships among the key study variables. A questionnaire-based survey was developed to evaluate the research model by drawing a convenience sample that includes 219 employees working in the King Abdullah Design and Development Bureau which is located in Amman, Jordan. Surveyed information was examined following the structural equation modelling procedures.

Findings

Results revealed that sharing tacit knowledge in defence organizations had no direct effect on employees’ abilities to solve problems, customer’s satisfaction and innovation, while there was an affirmative effect to CoPs on employees’ abilities in those areas. Also, this study showed that CoPs had a significant mediating role to play in the relationship between sharing knowledge and employees’ abilities in terms of solving work problems, customer’s satisfaction and innovation.

Research limitations/implications

Findings of this study have laid the basis for future studies related to examining the effect of tacit knowledge sharing and the CoPs on improving employees’ abilities as preconditions for organization performance. These findings can be supported by conducting further research studies to examine the large samples of defence companies to give deeper meanings and insights to the relationship among the key study variables. The authors recommend expanding future studies and examine the mediating role of other social learning methods such as mentoring and storytelling on the relationship between sharing tacit knowledge and employees’ abilities.

Practical implications

The research model may enable managers and practitioners to make decisions related to the improvement of collective learning by encouraging employees’ engagement in the process of tacit knowledge sharing. The model also helps managers to understand the role of CoPs as a knowledge sharing tool that contributes to increasing employees’ abilities and organizational competitiveness. Furthermore, the research model can be a step forward for further research studies on the relationships among tacit knowledge sharing, CoPs and employees’ abilities.

Social implications

The suggested model can act as the promising step for continuous improvement to the defence industry in terms of producing high-quality products and services that protect national security, humans’ lives and society at large from enemies and terrorist groups.

Originality/value

In spite of the fact that most academic studies on knowledge management show a positive relationship between tacit knowledge sharing and organizational performance, a few studies have examined the effect of mediating the CoPs on relationships between sharing tacit knowledge and employees’ abilities as preconditions for raising the performance of the organizations working in security and defence industry. Hence, this research attempts to fill these gaps and gives a new direction for future research.

Details

International Journal of Organizational Analysis, vol. 30 no. 5
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 11 July 2008

Patricia A. Rowe and Michael J. Christie

The purpose of this study is to expand on previous research conducted by Hornsby et al. that examined the corporate entrepreneurship internal factor of managerial attitude.

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Abstract

Purpose

The purpose of this study is to expand on previous research conducted by Hornsby et al. that examined the corporate entrepreneurship internal factor of managerial attitude.

Design/methodology/approach

This paper develops and tests a group level factor of knowledge, the explication of tacit knowledge and a factor of managerial attitude, namely leadership support that is inherently multi‐level in nature.

Findings

Leadership support is significant at both the dyad level and at the group level of analysis. Ordinary least squares regression supported the main hypothesis, that leadership support has a direct positive impact on explication of tacit knowledge.

Research limitations/implications

Successfully testing the group level significance of leadership support has implications for future research because it is considered an individual level variable. Developing and testing the explication of tacit knowledge construct contributes to research on knowing in organisations because it provides a metric that is an indicator of the explication of tacit knowledge.

Practical implications

These research findings have management implications for the way local government creates innovative top management teams to facilitate local economic and community development.

Originality/value

This paper represents an early contribution to the literature.

Details

International Journal of Public Sector Management, vol. 21 no. 5
Type: Research Article
ISSN: 0951-3558

Keywords

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.

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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

Keywords

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.

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…

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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

Keywords

Article
Publication date: 1 March 2006

Siu Loon Hoe

The organizational behavior and knowledge management literature has devoted a lot attention on how structural knowledge processes enhance learning. There has been little…

2285

Abstract

The organizational behavior and knowledge management literature has devoted a lot attention on how structural knowledge processes enhance learning. There has been little emphasis on the informal knowledge processes and the construct remains undefined. The purpose of this paper is to highlight the importance of informal knowledge processes, propose a definition for these processes and link them to the socialization and internalization processes suggested by Nonaka and Takeuchi in the SECI model. The paper offers a fresh perspective on how informal knowledge processes in organizations help to enhance the organization’s learning capability. It will enable scholars and managers to have a better understanding of how informal knowledge processes promote tacit knowledge.

Details

International Journal of Organization Theory & Behavior, vol. 9 no. 4
Type: Research Article
ISSN: 1093-4537

Article
Publication date: 27 February 2020

Jianguo Yao, Antonio Crupi, Alberto Di Minin and Xumei Zhang

This paper aims to investigate how knowledge sharing influences technological innovation capability (TIC) of the software small- and medium-sized enterprises (SSMEs).

1232

Abstract

Purpose

This paper aims to investigate how knowledge sharing influences technological innovation capability (TIC) of the software small- and medium-sized enterprises (SSMEs).

Design/methodology/approach

Based on the theories regarding knowledge management, TIC, software engineering and open innovation, this paper constructed a research model comprising factors affecting knowledge sharing, knowledge sharing and TIC, and then tested the model quantitatively. The study focuses on SSMEs in China collecting 457 online questionnaires and uses a structural equation model to test the hypotheses.

Findings

The knowledge sharing culture, organizational structure, middle-level leadership and management system have significantly positive effects on tacit knowledge sharing; management system and IT support have significantly positive effects on explicit knowledge sharing; both explicit and tacit knowledge sharing have significantly positive effects on TIC.

Research limitations/implications

The study enriches the research on knowledge sharing and TIC. However, it does not consider factors affecting knowledge sharing at the non-organizational level or the interaction between explicit and tacit knowledge sharing.

Practical implications

The study offers several recommendations/suggestions for helping SSMEs to promote and implement explicit or tacit knowledge sharing and TIC.

Originality/value

This paper examines the impact of knowledge sharing on TIC from the perspective of knowledge management deconstructing knowledge sharing from the epistemological dimension and the TIC of software companies on the basis of software engineering theory. It provided a new theoretical perspective for the research of knowledge management and technological innovation management in SSMEs.

Details

Journal of Knowledge Management, vol. 24 no. 3
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 31 May 2011

Priyanko Guchait, Karthik Namasivayam and Pui‐Wa Lei

This paper aims to integrate the knowledge management and marketing literatures to examine the relationships between knowledge management (KM) practices during a service

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Abstract

Purpose

This paper aims to integrate the knowledge management and marketing literatures to examine the relationships between knowledge management (KM) practices during a service exchange and customers' satisfaction and behavioral intentions.

Design/methodology/approach

Data were collected in an experimental setting using video scenarios; hypotheses were tested using MANOVA and ANCOVA.

Findings

Results show that tacit rather than explicit KM practices used by service providers have a greater influence on customer satisfaction and behavioral intentions. The mediating effects of perceived control and fairness on the relationship between KM practices and customer satisfaction are also found.

Research implications/limitations

This paper extends research in the area of knowledge management, customer relationship management and services management, and suggests future theoretical and methodological research directions. Although the sample is representative of the population, no claims are made to generalize the findings of the study to the broader population.

Practical implications

Managers need to understand the value of knowledge management in service encounters and specifically focus on the tacit knowledge that front‐line workers possess. Managers need to install organizational systems that encourage front‐line workers to develop and use tacit knowledge in service encounters.

Originality/value

The impact of knowledge management practices on consumer evaluations of service has received less research attention. No prior studies have investigated the influence of KM practices in a service encounter context. This paper focuses on the influence of two fundamental knowledge management components, namely tacit and explicit knowledge, on consumer reactions.

Details

Journal of Knowledge Management, vol. 15 no. 3
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 26 June 2007

Marianna Sigala and Kalotina Chalkiti

The study seeks to examine the transformation of tacit knowledge (TK) into business performance by developing a two‐stage framework involving two processes: TK utilization…

3208

Abstract

Purpose

The study seeks to examine the transformation of tacit knowledge (TK) into business performance by developing a two‐stage framework involving two processes: TK utilization and externalization.

Design/methodology/approach

Owing to the limited understanding and interest expressed by hotel professionals through a preliminary telephone survey, a mail survey targeting a representative sample of solely four‐ and five‐star hotels was conducted. Still, a small number of responses were gathered, and so additional telephone interviews were also conducted with two hotel managers for gathering more qualitative information.

Findings

Findings revealed an increased unfamiliarity of hotels with TK, which in turn eliminated their activities for externalizing and utilizing TK and enhancing business performance. TK externalization was reported as critically important to be first achieved, as TK utilization builds and uses the potential TK stocks that are created through TK externalization. Respondents also mainly used outcome‐oriented metrics for assessing TK externalization processes, ignoring process‐oriented metrics evaluating the effective implementation of TK processes.

Research limitations/implications

Despite the small number of responses, findings imply an increased urgency to raise industry‐wide awareness regarding the strategic role and importance of TK for improving business performance. However, enabling TK externalization processes are deemed as an essential first step, before establishing infrastructures and providing organizational incentives for motivating TK utilization.

Originality/value

Most studies focus on examining TK's characteristics and its utilization in different business processes, while fewer studies explore TK transformation into enhanced business performance. This study sheds light on such issues by proposing a two‐stage framework showing how to both manage and measure performance of TK utilization and externalization processes for enhancing business performance.

Details

International Journal of Productivity and Performance Management, vol. 56 no. 5/6
Type: Research Article
ISSN: 1741-0401

Keywords

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