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The purpose of the paper is to investigate the critical success factors (CSFs) associated with the effectiveness of transfer and sharing of tacit knowledge in lean and agile construction processes.

The study identifies ten CSFs that initiate the transferring and sharing of tacit knowledge. The CSFs are validated through quantitative study. This study recruited project managers, executives, consultants and other managers that are directly involved in the management of a construction project. It recruits the respondents those have background and experience from disciplines such as lean construction, agile construction, construction supply chain (CSC) and knowledge management in lean, agile and CSC. The data collected through self-administrative questionnaire are categorised as ordinal data to analyse in SPSS with frequency and Kruskal–Wallis H test, Spearman’s correlation analysis and a rank-order analysis is done to establish the level of importance of those factors.

Initially, “Trust between construction organisations” is identified as the foremost CSF. Moreover, other CSFs such as motivation, leadership capabilities, business strategies and organisational capabilities follow trust.

This is the first study that investigates and establishes the CSFs that are essential to initiate transferring and sharing tacit knowledge in a lean and in an agile construction processes.

This article examines the differential effects of two types of trust (affect based and cognition based) and two types of feelings (ganqing and jiaoqing) on different knowledge-sharing processes (seeking, transfer, and adoption) among Chinese employees. The influences of these different types of trust and feelings on Chinese employeesʼ propensities to seek, transfer, and adopt explicit and tacit knowledge are also analyzed and discussed. The analysis shows affect-based trust increases knowledge transfer, while cognition-based trust is more important to knowledge seeking and adoption. Affect-based trust alone can facilitate the different processes of sharing explicit knowledge. Effective sharing of tacit knowledge, on the other hand, requires the simul-taneous support from affect-based trust and cognition-based trust. Ganqing and jiaoqing are also important in knowledge transfer and adoption. Either feeling may increase the likelihood to seek, transfer, and adopt explicit knowledge by itself. The influences of both feelings on tacit knowledge seeking, transfer, and adoption hinge on the presence of cognition-based trust.

The purpose of this paper is to identify barriers that hinder tacit knowledge transfer in a franchise environment and offer a compendium of solutions that encourage franchisees and franchisors to leverage tacit knowledge as a resource for competitive advantage.

Drawing from the research on franchise organizations there are five barriers to tacit knowledge transfer that present a challenge to both vertical and horizontal information flow in a franchise environment. It is suggested that when specific behaviors and processes are adopted to encourage sharing tacit knowledge it is possible to reduce tension and promote collaboration in the franchise relationship.

Barriers to tacit knowledge transfer in franchise organizations include: Trust, Maturation, Communication, Competition, and Culture. Ideas for fostering knowledge sharing are offered.

The factors identified only partially explain why there may be resistance to sharing tacit knowledge between franchisees and franchisors. Solutions recommended will need further testing to assess their impact on creating cultures that embrace tacit knowledge sharing.

For franchisors and franchisees to encourage tacit knowledge sharing they will need to recognize and value what each player contributes to the relationship.

The identification of specific barriers to tacit knowledge transfer in franchise environment sets the stage for future work that can expand on solutions in the franchise context that potentially has economic and psychological benefits for both parties.

This study focuses on the relationship between knowledge sharing and knowledge effectiveness. By learning orientation and co-production, this study demonstrates the indirect effects of knowledge sharing on knowledge effectiveness. Moreover, the direct and indirect effects of knowledge sharing – which vary with the different levels of tacit knowledge – on knowledge effectiveness are examined.

The proposed model is tested using a structural equation model that involves LISREL and multi-group analyses.

Knowledge sharing increasingly affects knowledge effectiveness under the condition of explicit knowledge. The mediating roles of learning orientation and co-production in the process of tacit knowledge sharing become apparent.

Knowledge sharing across organizations can be regarded as a dynamic process. In view of the increasing importance of knowledge sharing across organizations, this study provides insight into the method of receiving useful knowledge across organizations.

This study aims to assess the relationships among tacit knowledge sharing, mentoring and employees’ abilities in the areas of solving the work problems, adaptation to environments and creation of new innovative ideas.

This study applied quantitative research methods to examine the causal relationships among the key study variables. A questionnaire-based survey developed to evaluate the research model by drawing a convenience sample includes 123 employees working in the selected company headquarters in Jordan. Surveyed data were examined following the structural equation modeling procedures.

Results revealed that tacit knowledge sharing had a positive effect on employees’ abilities in the areas of adaptation to the work environments and creation of innovative ideas, while there was no an affirmative effect on employees’ abilities in the area of solving the work problems. In addition, the study showed that mentoring had a positive effect on employees’ abilities in terms of solving work problems, adaptation to work environments and creation of new innovative ideas. Furthermore, mentoring had mediated the relationship between tacit knowledge sharing and employees’ abilities.

The findings of this study lay a basis for future studies pertain to the effect of tacit knowledge sharing and mentoring on the employees’ abilities as preconditions for improving organizational performance. These findings would be supported by future research studies, the examining of larger samples of pharmaceutical companies to give deeper meanings and more understandings of the relationship, among key study variables. The authors argue that it is useful to expand the current research by conducting future studies, examining the mediating role of other social learning methods such as storytelling and community of practices on relationship between tacit knowledge sharing and employees abilities.

The current research model will assist knowledge managers and practitioners to take serious decisions pertaining employees’ involvement in the process of tacit knowledge sharing and mentoring as preconditions for superior organizational. As well as, it can be a step forward for conducting further research studies on relationships among tacit knowledge sharing, mentoring and employees abilities.

This suggested model may act as a catalyst for continuous improvements to the Jordan pharmaceutical industry in terms of producing high-quality medicines that improve health of humans and the society at large.

Although academic studies on knowledge management showed a positive relationship between tacit knowledge sharing and organizational performance, few studies examined the relationships between tacit knowledge sharing and employees’ abilities as preconditions for superior organizational performance. Furthermore, they ignored to examine the effect of the crucial mediating role of mentoring on the relationship between the two constructs. Therefore, this research tries to fill these gaps appropriately.

This study aims to determine whether it is possible to use information and communication technology (ICT) tools to share tacit knowledge. Few studies have considered this subject, and they have reported both the ineffectiveness and effectiveness of ICT tools for sharing tacit knowledge.

In this study, the participants comprised 217 knowledge workers from New Zealand and researchers who attended a knowledge management conference in the UK. In all, 59% of the sample was men and 41% women. The research model compared the scores of knowledge workers in two categories of ICT, those that allow dialogue and those that do not, in relation to knowledge sharing in organizations. The instrument used a Likert scale with five levels of response.

It was found that not all ICT technologies let tacit knowledge to be shared, but those ICT that facilitate dialogue, for example, text messaging and video conferences. Emails did not facilitate the exchange of tacit knowledge.

It is suggested to replicate the study with different countries to evaluate the role of culture in the communication of tacit knowledge.

An implication for practitioners based on this study is that email should not be the preferred mode for transferring knowledge between an organization and their workers. This mode is adequate for the exchange of explicit knowledge, but it has a limited capacity for transferring tacit knowledge. Thus, organizations may increase the use of audio and video tools to transfer electronically tacit knowledge. Interaction or socialization may facilitate the understanding and internalization of tacit knowledge by workers.

This study contributed to understand the reason for contradictory results from previous research. ICT tools are effective to share tacit knowledge when they facilitate dialogue. Results also support practitioners about how to obtain more effective exchange of tacit knowledge in organizations.

The purpose of the study is to discover a model of knowledge conversion and knowledge transferring/sharing barriers in an entrepreneurial team (ET) working with innovative users at the early and fuzzy front end (FFE) stage of collaborative product design (Co-PD) process.

The exploratory research framework included sampling, data collection and data analysis, through sequential levels of categorizations, undertaken jointly with constant comparative analysis. The sample frame is the pool of ETs/startups from university business accelerators that carry out Co-PD at the FFE stage. The research survey is based on observations of the collaborative ETs activities, questionnaires and in-depth interviews with them. The research was conducted on individual and team levels when Co-PD process and ET activities were in progress.

This study identified specific set of concepts of knowledge conversion and transferring/sharing and their barriers that reflect specificity of Co-PD processes at the FFE stage in collaborative ETs. The discovered conversion process is represented by the socialization, externalization and internalization, three-mode knowledge conversion model. The significance of barriers and frequency of their occurrence were measured in knowledge transferring/sharing in collaborative ETs on individual and team levels.

This study shows novel insights into how knowledge transfers/shares and converts in the context of ET working with innovative users in Co-PD process at the FFE stage.

The purpose of this paper is to ascertain the factors affecting tacit knowledge transfer from a master to an apprentice in the informal sector among hairdressers in Ghana.

A case study was used as the research design. Convenient sampling technique was used to select 47 master hairdressers. Semi-structured interview guide was used for data collection. Data were analysed using the thematic technique.

The study found that apprenticeship fee, fear of competition, delegation reasons, joy and pride of mentorship, apprentices’ attitude and time, to be significant factors influencing tacit knowledge transfer from a master to an apprentice. It was also evident that time spent with master as he/she performs or works is crucial to learning as most of the learning is through socializing with the master.

The main limitation of the study is the use of the convenient sampling technique in choosing the participants. The results of this study, if it has to be generalised to all hairdressers in Ghana, it may have to be done with caution since the participants were not drawn from a pool of all master hairdressers in Ghana.

The paper provides what apprentices must do to acquire the tacit knowledge of master hairdressers.

This paper focuses on the holder of tacit knowledge (master hairdressers) and reveals their motivations to transfer or hoard their tacit knowledge.

Knowledge sharing has become an integral part of organizations’ business strategies, along with aiding organizations to grow and innovate in the market, and gain competitive advantage. This paper aims to concentrate on the role of tacit knowledge sharing in fostering innovation capability of an organization. Specifically, the study considers social capital (relational, cognitive and structural) as an important precursors to tacit knowledge sharing, which in turn, influences innovation capability of an organization. The study further discusses the role that knowledge reciprocation plays in successful tacit knowledge sharing. The relation between knowledge quality and innovation capability is also discussed in the paper.

The investigation started with a review of extant literature in the field of knowledge sharing and innovation to derive a set of constructs. A set of hypotheses was developed based on the identified constructs, which was subsequently validated through a primary survey based on a structured questionnaire on a sample size of 190 respondents from the Indian industrial domain. The survey responses were subsequently analysed using the statistical technique of structural equation modeling and conclusions were drawn from the findings. Additionally, careful attention was paid in eliminating the common method bias, which is often associated with a primary survey.

A set of six hypotheses were derived based on the identified constructs and were subsequently validated. While validating the hypotheses, it was observed that while knowledge reciprocity, relational social capital and cognitive social capital was positive associated with tacit knowledge sharing, structural social capital did not have a significant effect on the same. Additionally, it was also observed that both tacit knowledge sharing and the quality of knowledge were positively associated with innovation capability.

The present day business marked by intense competition requires firms to be more aware of their innovative capabilities. Effective sharing of knowledge or information can be deemed as a vital component in achieving this objective. Organizations that practice and nurture innovation activities can use the findings of the current study as a part of their knowledge management strategy. In addition to using the explicit knowledge, which are structured in nature, organizations can also start using tacit knowledge to harness their innovation potential – and the findings from the current study can act as a motivational tool for them to do so.

Although there is a growing body of literature concerning the role of knowledge management in innovation, there still a dearth in discussing the role of tacit knowledge sharing in exploiting the innovation capability of an organization. The main discussion of this paper brings together a set of important constructs that exhibits the significant role that tacit knowledge sharing plays in determining the innovation capability of an organization. Furthermore, it tries to marry the concepts of social capital and tacit knowledge sharing with innovation capability, therefore adding significantly to the body of literature in knowledge management as well as innovation.

This paper aims to explore a new concept of knowledge corruption (KC) within knowledge management with a focus on KC in high-velocity, turbulent environments (HVTEs) and its impact on business and military competitive advantage.

The conceptual paper explores existing literature and then develops new models involving the impact of KC on knowledge transfer and the moderating variables of culture and leadership in HVTEs.

Several new models are proposed including knowledge transfer and corruption in HVTEs with possible forms of KC, the relationships of variables in tacit knowledge transfer (TKT) and KC in HVTEs and organizational archetypes for TKT and KC.

While the literature review provides a decent analysis of existing theories and models, the review is not exhaustive, and there may be alternative models and theories not covered.

The development of new models and theories within the field of knowledge management on KC in HVTEs represents important practical knowledge for management to reduce KC within their organizations to improve more effective knowledge transfer for sustainable innovation and better decision-making.

This paper provides a new, unique look at aspects of knowledge management that are currently underserved. The concepts of KC and HVTEs represent original content within this field.