A Case Study of Tacit Knowledge Diffusion Object Preference in R&D Teams

2018 ◽  
pp. 219-227
Author(s):  
Yang Shi
Keyword(s):  
Tacit Knowledge ◽  
Knowledge Diffusion ◽  
Object Preference

scholarly journals STANDARDISING MAINTENANCE JOBS TO IMPROVE GROUPING DECISION MAKING

2021 ◽  
Vol 1 ◽  
pp. 2701-2710
Author(s):  
Julie Krogh Agergaard ◽  
Kristoffer Vandrup Sigsgaard ◽  
Niels Henrik Mortensen ◽  
Jingrui Ge ◽  
Kasper Barslund Hansen ◽  
...  
Keyword(s):  
Decision Making ◽  
Tacit Knowledge ◽  
True Variance ◽  
Complex Decision ◽  
Maintenance Decision ◽  
Maintenance Activities

AbstractMaintenance decision making is an important part of managing the costs, effectiveness and risk of maintenance. One way to improve maintenance efficiency without affecting the risk picture is to group maintenance jobs. Literature includes many examples of algorithms for the grouping of maintenance activities. However, the data is not always available, and with increasing plant complexity comes increasingly complex decision requirements, making it difficult to leave the decision making up to algorithms.This paper suggests a framework for the standardisation of maintenance data as an aid for maintenance experts to make decisions on maintenance grouping. The standardisation improves the basis for decisions, giving an overview of true variance within the available data. The goal of the framework is to make it simpler to apply tacit knowledge and make right decisions.Applying the framework in a case study showed that groups can be identified and reconfigured and potential savings easily estimated when maintenance jobs are standardised. The case study enabled an estimated 7%-9% saved on the number of hours spent on the investigated jobs.

scholarly journals Tacit knowledge, as a source of competitiveness: case study

2021 ◽  
pp. 27-33
Author(s):  
Patricia RIVERA-ACOSTA ◽  
Rosa Elia MARTÍNEZ-TORRES ◽  
Maricela OJEDA-GUTIÉRREZ
Keyword(s):  
Tacit Knowledge ◽  
Family Business ◽  
Raw Materials ◽  
Talent Management ◽  
Formal Training ◽  
Case Study Methodology ◽  
Knowledge Based ◽  
The Family ◽  
Study Methodology

In the society of the XXI century it is generally accepted that a new intangible resource of organizations is knowledge, in addition to the other existing resources: human, capital, raw materials and equipment. This is particularly true in a knowledge-based society and economy, where knowledge has become an invaluable medium for all organizations, particularly businesses. The objective of this paper is to make a diagnosis to describe how to apply knowledge management in the family business Campechanas la Escondida de la Trinidad. This project is based on a case study methodology, with a descriptive type of research; the collection of information uses as instruments with a qualitative approach, observation and interviewing. The results obtained show a dependence on the tacit knowledge possessed by bakers who apply in the artisanal process, in addition to family members, lack human talent management, formal training and innovation, which has limited their competitiveness.

Tacit Knowledge Utilization for Global Impact and Organizational Practices

2020 ◽  
pp. 1219-1240
Author(s):  
Aleksander Janeš ◽  
Roberto Biloslavo ◽  
Armand Faganel
Keyword(s):  
Tacit Knowledge ◽  
Business Models ◽  
Fish Farming ◽  
Business Environment ◽  
World Population ◽  
Farmed Fish ◽  
Sustainable Business ◽  
Viable Solution ◽  
Sustainable Business Models

The aquaculture sector stands at a crossroad because of the important changes in the business environment. Demand and competition for food is growing worldwide, fishery sector reached its limits and in this regard farmed fish sector represents a viable solution for food supply. A sustainable development of small business is recommended in order to develop knowledge and skills to support the growth of world population. In this view knowledge management for innovation is crucial to promote sustainable business models (BM) that can achieve a solid economic performance and at the same time take care of the natural environment. The purpose of this chapter is to contribute to the literature about sustainable BMs by an in-depth case study of a small fish farming company which developed competitiveness based on own tacit knowledge. The exemplary case study of a sustainable BM in aquaculture has been analyzed by use of an enhanced BM canvas that links various market oriented elements of a BM with the needs of society.

The Role of Human Resources (HR) in Tacit Knowledge Sharing

2017 ◽  
pp. 364-386 ◽  
Author(s):  
Kimiz Dalkir
Keyword(s):  
Human Resources ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Information And Communication Technologies ◽  
Communication Technologies ◽  
Peer To Peer Networks ◽  
Tacit Knowledge Sharing ◽  
Information And Communication

In Knowledge Continuity Management (KCM), knowledge from highly experienced employees leaving the organization is particularly challenging to document, classify and organize so that it can be accessed, understood and used by the successor to that employee. Horizontal knowledge sharing (in the context of peer-to-peer networks) and vertical knowledge transfer (in the context of KCM) are distinguished in order to address some of the conceptual confusion in this field. Both Human Resources (HR) and Knowledge Management (KM) units contribute to KCM but they need to do so in a more integrated fashion. The complementary roles played by the KM and HR teams are analyzed in a case study to show how they can work in tandem to ensure knowledge continuity in an organization. Key recommendations are made on how to implement a comprehensive KCM strategy for tacit knowledge, including the role that can be played by information and communication technologies.

Where Knowledge Management Resides within Project Management

2005 ◽  
pp. 138-154 ◽  
Author(s):  
Jill Owen ◽  
Frada Burstein
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Knowledge Transfer ◽  
Tacit Knowledge ◽  
Crucial Role ◽  
Explicit Knowledge ◽  
Formal Knowledge ◽  
Engineering Consulting ◽  
Insight Into

This chapter explores how an engineering consulting company creates, manages, and reuses knowledge within its projects. It argues that the informal transfer and reuse of knowledge plays a more crucial role than formal knowledge in providing the greatest benefit to the organization. The culture of the organization encourages a reliance on networks (both formal and informal) for the exchange of tacit knowledge, rather than utilizing explicit knowledge. This case study highlights the importance of understanding the drivers of knowledge transfer and reuse in projects. This will provide researchers with an insight into how knowledge management integrates with project management.

Tacit Knowledge Sharing for System Integration

2020 ◽  
pp. 70-83
Author(s):  
Yawar Abbas ◽  
Alberto Martinetti ◽  
Mohammad Rajabalinejad ◽  
Lex Frunt ◽  
Leo A. M. van Dongen
Keyword(s):  
The Netherlands ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
System Integration ◽  
Lessons Learned ◽  
Complex Processes ◽  
Adequate Knowledge ◽  
Tacit Knowledge Sharing ◽  
Tacit Dimension

Sharing of tacit knowledge is a key topic of research within the knowledge management community. Considering its embodied nature, organizations have always struggled with embedding it into their processes. Proper execution of complex processes such as system integration asks for an adequate sharing of tacit knowledge. Acknowledging the importance of lessons learned for system integration and their presence in tacit and explicit form, a case study was conducted within the Netherlands Railways. It was determined that non-sensitivity to the tacit dimension of lessons learned has resulted in their lack of utilization. Consequently, LEAF framework was developed, where LEAF stands for learnability, embraceability, applicability, and findability. The framework suggests that addressing these four features collectively can eventually lead to an adequate knowledge-sharing strategy for lessons learned. Lastly, the chapter presents an example from the Netherlands Railways to emphasize the key role technological solutions of Industry 4.0 can play in facilitating tacit knowledge sharing.

Tacit Knowledge Sharing for System Integration

2021 ◽  
pp. 480-493
Author(s):  
Yawar Abbas ◽  
Alberto Martinetti ◽  
Mohammad Rajabalinejad ◽  
Lex Frunt ◽  
Leo A. M. van Dongen
Keyword(s):  
The Netherlands ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
System Integration ◽  
Lessons Learned ◽  
Complex Processes ◽  
Adequate Knowledge ◽  
Tacit Knowledge Sharing ◽  
Tacit Dimension

Sharing of tacit knowledge is a key topic of research within the knowledge management community. Considering its embodied nature, organizations have always struggled with embedding it into their processes. Proper execution of complex processes such as system integration asks for an adequate sharing of tacit knowledge. Acknowledging the importance of lessons learned for system integration and their presence in tacit and explicit form, a case study was conducted within the Netherlands Railways. It was determined that non-sensitivity to the tacit dimension of lessons learned has resulted in their lack of utilization. Consequently, LEAF framework was developed, where LEAF stands for learnability, embraceability, applicability, and findability. The framework suggests that addressing these four features collectively can eventually lead to an adequate knowledge-sharing strategy for lessons learned. Lastly, the chapter presents an example from the Netherlands Railways to emphasize the key role technological solutions of Industry 4.0 can play in facilitating tacit knowledge sharing.

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