Factors and Barriers to Tacit Knowledge Sharing in Non-Profit Organizations – a Case Study of Volunteer Firefighters in Portugal

2020 ◽  
Author(s):  
Márcio José Sol Pereira Oliveira ◽  
Paulo Pinheiro
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Non Profit ◽  
Tacit Knowledge Sharing ◽  
Non Profit Organizations ◽  
Volunteer Firefighters

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.

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.

Tacit Knowledge Sharing During ERP Acquisition: An Exploratory Multi-Site Case Study

2012 ◽  
Vol 11 (02) ◽  
pp. 1250010
Author(s):  
Ramaraj Palanisamy
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Information Search ◽  
Planning Process ◽  
Lessons Learned ◽  
Process Selection ◽  
Enterprise Resources Planning ◽  
Tacit Knowledge Sharing ◽  
Acquisition Planning

Organisations that implement Enterprise Resources Planning (ERP) software packages are making a big commitment in terms of both time and money. Realising the ERP benefits, some organisations have successfully implemented while others have struggled, settled for minimum returns, and abandoned the system. To mitigate the risks, a knowledge sharing framework is suggested to be put in place during ERP acquisition. Based on findings in an explorative case study of three Canadian organisations that have gone through ERP acquisition phases, this study examines tacit knowledge sharing in ERP acquisition planning process, information search process, selection, evaluation, choice, and negotiations. The lessons learned and knowledge sharing activities are given by presenting a cross-comparison of the case studies.

scholarly journals For Organizational Communication that Promotes the Sharing of Tacit Knowledge

2020 ◽  
Vol 2 (2) ◽  
pp. p37
Author(s):  
Márcio José Sol Pereira Oliveira
Keyword(s):  
Tacit Knowledge ◽  
Design Methodology ◽  
Non Profit ◽  
Tacit Knowledge Sharing ◽  
The Face ◽  
Private And Public ◽  
Action Strategies ◽  
Forms Of Knowledge

Objectives - focusing the study's focus on sharing tacit knowledge in non-profit organizations (NPOs) in Portugal and taking as a case study the Portuguese volunteer firefighters (FBs), we listed as objectives ascertaining the main communicational barriers to tacit knowledge sharing and identify action strategies to be implemented by these organizations, with a view to promoting this communication. Design / methodology / approach - A literature review on the barriers to sharing tacit knowledge, namely in its communicational dimension, was followed by a qualitative study, carried out with 8 Portuguese volunteer fire brigades, which allowed an analysis of the prevalence of these barriers and the determination of the main measures to be implemented, with a view to combating them. Conclusions - It was possible to conclude which are the most prevalent communication barriers in these organizations and what measures to be implemented with a view to combating these barriers and promoting the sharing of tacit knowledge by increasing more effective communication. Research limitations - This research focuses exclusively on the sharing of tacit knowledge, not considering other forms of knowledge. As this is a case study, although with very heterogeneous organizations, it cannot be replicated for different realities. Originality / value - Studies in this area, aimed at the NPOs are scarce, as opposed to what happens in the private and public sectors. The case study option of organizations such as the Portuguese FBs, unique in their action and identity, accompanies the need, increasingly recognized by society, in enabling these organizations of competences for the best possible performance, in the face of the tragic events that have occurred in recent years in Portugal.

scholarly journals Responding to the Multifaceted COVID-19 Crisis: The Case of Mumbai, India

2021 ◽  
pp. 146499342110304
Author(s):  
Maren Duvendack ◽  
Lina Sonne
Keyword(s):  
Knowledge Sharing ◽  
Systems Thinking ◽  
Complexity Theory ◽  
Informal Sector ◽  
Non Profit ◽  
Economic Survival ◽  
Non Profit Organizations ◽  
The City

COVID-19 has severely impacted the society not only in terms of health but also in terms of economic survival of individuals. Unless adequate support is provided, the pandemic will have long-lasting effects, especially on the lives of the most vulnerable, often working in the informal sector. In this article, we present a case study drawing on systems thinking and complexity theory, outlining how the city of Mumbai has responded to COVID-19. We find a multifaceted scenario where non-profit organizations, businesses and citizen volunteers operate alongside government bodies to support Mumbai’s population to overcome this pandemic. We provide broader policy lessons, as well as more specific lessons in relation to particular actors, from the first wave of the pandemic stressing the importance of becoming ‘systems thinkers’ and highlighting the importance of forming new partnerships and exploring new modes of knowledge sharing to effectively respond to crises.

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

2020 ◽  
pp. 490-512
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.

Evaluating a tacit knowledge sharing initiative: a case study

2012 ◽  
Vol 36 (8) ◽  
pp. 827-847 ◽  
Author(s):  
Claire Gubbins ◽  
Siobhan Corrigan ◽  
Thomas N. Garavan ◽  
Christy O' Connor ◽  
Damien Leahy ◽  
...  
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Tacit Knowledge Sharing

scholarly journals Sharing Tacit Knowledge: A Case Study in the Australian Film Industry

10.28945/3119 ◽  
2007 ◽  
Author(s):  
Irit Alony ◽  
Greg Whymark ◽  
Michael Jones
Keyword(s):  
Knowledge Sharing ◽  
Organizational Performance ◽  
Tacit Knowledge ◽  
Film Industry ◽  
Software Developers ◽  
Factors Affecting ◽  
Tacit Knowledge Sharing ◽  
Concepts Of Knowledge ◽  
Collaboration And Communication

This paper explores tacit knowledge sharing. This case demonstrates the significance of knowledge sharing to organizational performance, by exploring the contribution of tacit knowledge sharing to the success of projects in the Australian Film Industry (AFI). The differences between knowledge sharing, collaboration and communication, and their interrelations are addressed. We also explore the concepts of knowledge, information, and data. In the interchanges reported here the knowledge shared is almost entirely tacit, and the “raw” data and information do not exist without the context that makes them knowledge. The paper includes the identification of many factors affecting knowledge sharing, not all of which have been identified by previous researchers. This research contributes to a better understanding of tacit knowledge and how that knowledge is shared. This in turn contributes to a better understanding of how knowledge management can be supported in a modern organization, where often the technology is used in ways not well understood by system managers and software developers. A better understanding can lead to better ICT design and support of knowledge sharing both within and across organizations.

scholarly journals Factors in the Sharing of Tacit Knowledge among Volunteer Firefighters

2019 ◽  
Vol 14 (9) ◽  
pp. 54 ◽  
Author(s):  
Oliveira Márcio ◽  
Pinheiro Paulo
Keyword(s):  
Tacit Knowledge ◽  
Third Sector ◽  
Academic Community ◽  
Individual Characteristics ◽  
Quantitative Methodology ◽  
Non Profit ◽  
Tacit Knowledge Sharing ◽  
The Face ◽  
Private And Public ◽  
Volunteer Firefighters

The studies in the area of knowledge management, directed to non-profit organizations are scarce, as opposed to what happens in the private and public sector. The growing importance of the third sector and its institutions, in establishing a more just and balanced society, combating asymmetries and placing itself on the side of the neediest, justifies the attention of the academic community, in order to establish and adopt best practices to carry out their missions. The choice of a case study of organizations such as the Portuguese fire brigades, unique in their action and identity, accompanies the need increasingly recognized by Portuguese society to enable these organizations to perform best in the face of tragic events in recent years in Portugal, particularly in the case of large fires. This study focuses on analysing the sharing of tacit knowledge in non-profit organisations (NPOs) through the case of Portuguese volunteer firefighters (Vfs). A literature review on tacit knowledge sharing allowed the identification of indicators to share this knowledge. A quantitative methodology was followed, with data collection through questionnaires and the treatment of which was able to determine the indicators that influence each factor. We correspondingly applied exploratory factorial analysis to study the indicators for the tacit sharing of knowledge. This returned three factors as leading to the sharing of tacit knowledge within the scope of these organisations: organisational culture, individual characteristics and organisational structure.

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