Transformation paths and influencing factors of tacit knowledge into explicit knowledge in real estate companies: a qualitative study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guodong Ni ◽  
Ziyao Zhang ◽  
Zhenmin Yuan ◽  
Haitao Huang ◽  
Na Xu ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Real Estate ◽  
Tacit Knowledge ◽  
Influencing Factors ◽  
Explicit Knowledge ◽  
Design Method ◽  
Structured Interviews ◽  
Content Type ◽  
Knowledge Resources ◽  
Tacit Knowledge Management

PurposeThe 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/approachThe 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.FindingsThis 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/implicationsResearch results may lack generalizability due to the method adopted. Therefore, researchers are encouraged to verify the outcomes of this research.Practical implicationsThis research provides a new idea and solutions for the tacit knowledge management in real estate companies.Originality/valueTo 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.

Knowledge management for library building design

2016 ◽  
Vol 37 (1/2) ◽  
pp. 2-12 ◽  
Author(s):  
Zhixian Yi
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Continuous Process ◽  
Building Design ◽  
Design Principles ◽  
Design Strategies ◽  
Innovative Design ◽  
Content Type ◽  
Practical Implications

Purpose – In the digital age, constant changes in libraries inform contemporary building design. An innovative library building design is a complicated process and can be viewed as a continuous process of the use of tacit and explicit knowledge and innovative tools and approaches. Knowledge management (KM) can bring about the much needed innovation, and transform tacit knowledge to explicit knowledge. For the design of a library to be successful, it is necessary to apply KM to library building design. The purpose of this paper is to look at key change impacts, to explore how to manage knowledge in building design and to identify key design principles. Design/methodology/approach – This paper looks at key change impacts, explores how to manage knowledge in library building design and pinpoints design principles. Findings – This paper finds that KM can be vital to library building design, and it can be used in all stages: to examine the internal and external environments, transform tacit knowledge to explicit knowledge by using portals, and analyze existing and future issues and trends. When effectively used, KM will result in innovative design strategies and also will reduce the time and costs of the building design and plan processes. The main principles of library building design are flexibility, accessibility, safety and security, applicability, adaptability, efficiency, and sustainability. Practical implications – This paper provides a useful overview of how to manage knowledge in library building design and design principles. Originality/value – The views, discussions, and suggestions will be of value to improve the effectiveness of library building design.

Tacit and explicit knowledge management and assessment of quality performance of public R&D in emerging economies

2018 ◽  
Vol 31 (1) ◽  
pp. 188-214 ◽  
Author(s):  
Santanu Roy ◽  
Jay Mitra
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Research Work ◽  
Extended Period ◽  
Policy Formulation ◽  
Developing Economy ◽  
Quality Performance ◽  
Content Type

Purpose The authors investigate the relationship between the structure and the functioning of scientific and technical (S&T) personnel and the quality research and development (R&D) performance output of laboratories functioning under the Council of Scientific and Industrial Research (CSIR), India. The purpose of this paper is to examine how rapid economic and social changes and the demand for better accountability are addressed by public R&D institutions in a specific developing economy. Design/methodology/approach The authors use the functions performed by the S&T personnel as indicators of their tacit knowledge. The authors use data from 27 different CSIR laboratories to analyze the specific functions carried out by knowledge workers (S&T personnel) in order to gauge the internal strengths and weaknesses of individual laboratories in different functional areas. The authors use the following measures to tap the quality R&D performance of these laboratories – number of Indian patents filed and granted, number of foreign patents filed and granted, and the number of published papers figuring among the top 50 CSIR publications in specific research areas over an extended period of 11 years (2003-2004 to 2013-2014). Findings The findings show that there is no readymade formula for identifying improvements in quality performance by a research laboratory, given a particular set of S&T worker profile in terms of the six functions defined in the study. The top-performing laboratories have excellent patent as well as publication record reinforcing the point that innovation encompasses both basic and applied research with success depending upon strategically emphasizing the different components of the innovation process. Research limitations/implications The scope of the present research work is limited by the choice of the quality R&D performance measures adopted in the study that could be further expanded to better tap the social accountability of these public-funded institutions. In addition, inclusion of all CSIR laboratories in the study framework would add value to the study findings. The research highlights the importance of tacit knowledge management and organizational learning as central features of strategic organization development for technology practices incorporating R&D work, the support of pilot plants, experimental field stations, and engineering and design units. Practical implications The paper has particular implications for the leadership and management of public R&D organizations and public policy formulation for innovation in an emerging developing economy context. Originality/value This study extends the extant literature by drawing upon the role of tacit knowledge and organizational learning to inform the empirical research on managing public R&D and the innovations that result from it, in a particular emerging economy context, that is, India.

Knowledge Management Practices at IIMs

2017 ◽  
pp. 281-301
Author(s):  
Nirmali Chakraborty
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Management Practices ◽  
Explicit Knowledge ◽  
Indian Institute ◽  
Knowledge Management Practices ◽  
Tacit Knowledge Management ◽  
Self Administered Questionnaire

The study aims to highlight the existing Knowledge Management Practices at Indian Institute of Management (IIMs). The present study is limited to four IIMs from four zones of the country. For the study the select institutions were physically visited and a self-administered questionnaire was distributed among the library authority of the select institutes. Tacit knowledge management is not getting priority in comparison to explicit knowledge.

Dynamic capabilities and the knowledge nexus

2019 ◽  
Vol 49 (4) ◽  
pp. 477-493
Author(s):  
Lisa J. Daniel ◽  
Fang Huang
Keyword(s):  
Knowledge Management ◽  
Dynamic Capabilities ◽  
Explicit Knowledge ◽  
Current Understanding ◽  
Knowledge Development ◽  
Human Potential ◽  
Theoretical Frameworks ◽  
Content Type ◽  
Knowledge Resources ◽  
Organisational Knowledge

Purpose The purpose of this paper is to propose alternative ways to develop and leverage organisational knowledge by considering the nexus of data managed by information and communications technologies and the expertise of human capacity. In doing so this paper challenges current understanding of tacit–explicit knowledge boundaries and presents a third dimension of knowledge which can be developed as a strategic organisational resource. Design/methodology/approach This conceptual paper seeks to extend current understanding of knowledge and presents the organisational knowledge nexus as a confluence of information, knowledge resources and human potential. Knowledge management is explored through the theoretical frameworks of the knowledge nexus and a model of triadic knowledge. Their conceptualisation and development are discussed and illustrated. Findings This research suggests the potential for organisational knowledge resources to be advanced is greater, if organisations can strategically use the knowledge nexus with a triadic perspective of knowledge. A framework for knowledge development with increasing levels of insight is proposed. Research limitations/implications As a novel conceptual work this research has limitations of newness. It presents a challenge to conventional thinking because of the subliminal nature of latent knowledge and the causal ambiguity of its development process in the knowledge nexus. The potential of latent knowledge and its transition process in the organisational knowledge nexus has significant implications for organisational knowledge development. Originality/value The concepts of latent knowledge, the knowledge nexus and their potential ability to develop and leverage organisational knowledge resources presents a paradigm shift to currently accepted understanding of knowledge systems and organisational knowledge management. The originality and value of this work comes through its contribution to broadening our understanding of the scope and potential of organisational knowledge resources and their processes of transition and development.

Knowledge management strategy: an organisational development approach

2019 ◽  
Vol 25 (7) ◽  
pp. 1474-1490 ◽  
Author(s):  
Made Andriani ◽  
T.M.A. Ari Samadhi ◽  
Joko Siswanto ◽  
Kadarsah Suryadi
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Management Strategy ◽  
Growth Stage ◽  
Business Processes ◽  
Explicit Knowledge ◽  
Growth Stages ◽  
Organisational Development ◽  
Knowledge Management Strategy ◽  
Content Type

Purpose The purpose of this paper is to formulate a knowledge management strategy model that aligns with the organisational growth stage and the characteristics of the business processes at every growth stage. The difference in characteristics at each growth stage has an impact on the characteristics of business processes, such as decision making and the period of process execution. Design/methodology/approach This research focussed on three fashion companies in Indonesia, and data were collected using a historical case-study method. Data collection was performed through in-depth interviews with the business owners, directors and managers, by direct observation, and through the collection of secondary data from the companies’ documents. Findings Through this research, a knowledge management strategy based on organisational growth stages was produced. It was found that when an organisation is at the entrepreneurial stage, the knowledge management strategy focussed on humans with tacit knowledge as well as explicit knowledge. At the growth stage, a transformation of tacit knowledge into explicit knowledge, especially at the individual level, is required, whereas at the expansion stage, the focus of the knowledge management strategy is on a system usage at the organisation level. Research limitations/implications Research using the case studies method has a limitation in the generalisation of the model. The knowledge management strategy generated in this study is unique to the fashion industry, where if the research were performed in other industries, there is a possibility for different results. Moreover, the characteristics of the business processes that are examined in this study are limited to the period of implementation and level of interaction. Other more detailed dimensions such as task variety and task analysability can be used to obtain more detailed characteristics of business processes. Practical implications Using the knowledge management strategies model formulated at every growth stage, the company owner can specify a knowledge management strategy that suits the organisation’s goal. Also, the results of this research can provide information on the priority for developing a knowledge management system aligned with the company’s growth. Originality/value The knowledge management strategy formulation from the organisational development point of view has not been investigated previously. In fact, the needs of the organisation, along with its growth, will change. Therefore, this research provides a new perspective which is more dynamic and can be integrated into formulating the knowledge management strategy.

The explicit dimension: what we could not learn from Polanyi

2014 ◽  
Vol 21 (5) ◽  
pp. 333-346 ◽  
Author(s):  
Roberto Grandinetti
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Design Methodology ◽  
Explicit Knowledge ◽  
Management Theory ◽  
Alternative States ◽  
Management Research ◽  
Content Type ◽  
Depth Analysis ◽  
Knowledge Management Theory

Purpose – This paper aims to clarify that the link between Michael Polanyi’s tacit knowledge theory and the field of knowledge management research does not withstand in-depth analysis. Second, the paper suggests a way to emerge from the ambiguity that unavoidably results from using the tacit knowledge concept in knowledge management studies. Design/methodology/approach – The paper begins with an analysis of the tacit knowledge theories developed by Polanyi, by cognitive psychologists and by knowledge management scholars. It goes on to formulate a new conceptual framework of tacit knowledge. Findings – This proposal consists in assuming that the terms “unconscious” and “tacit” are not interchangeable and, consequently, redefining the epistemological profile of knowledge management theory so as to acknowledge the existence of two planes of analysis. One is occupied by the process through which individuals gain knowledge, or the knowing process, which may be unconscious or conscious. The other contains the dichotomy between tacit knowledge and explicit knowledge, where the two terms indicate two alternative states that only consciously developed knowledge can adopt. Research limitations/implications – The paper provides support for the two-planes idea by referring to contributions from various disciplines, and particularly from cognitive psychology studies concerned with unconscious knowledge; a more thorough and extensive review would be needed, however, to fully demonstrate the proposal. Originality/value – Distinguishing between two planes of analysis makes it possible to unveil the mystery of tacit knowledge.

scholarly journals Tacit knowledge in unstructured decision process

2019 ◽  
Vol 55 (1) ◽  
pp. 22-39
Author(s):  
Fábio de Oliveira Lucena ◽  
Silvio Popadiuk
Keyword(s):  
Decision Making ◽  
Tacit Knowledge ◽  
Decision Process ◽  
Explicit Knowledge ◽  
Participant Observation ◽  
Qualitative Approach ◽  
Structured Interviews ◽  
Content Type ◽  
Evaluation Phase ◽  
Interpretative Analysis

Purpose This paper aims to identify the expressions and flows of tacit knowledge in the unstructured decision process. In this type of process, decision-makers use not only the explicit knowledge but also aspects such as intuition, experience and other forms of tacit knowledge. The research developed a qualitative approach, through a study of multiple cases, and applied semi-structured interviews to ten executives. The analysis of data was carried out according to Flores (1994) interpretative analysis of text technique. Results indicated that there was the insertion of tacit knowledge in all unstructured decision-making routines. It was also detected the need to explicitly add the routine of evaluation to the Mintzberg et al.’s (1976) model as elements of tacit knowledge were also identified at this stage of the decision-making process. Design/methodology/approach The research has taken a qualitative approach, through a study of multiple cases, applying semi-structured interviews to ten executives. The analysis of data was carried out according to technique for interpretative analysis of the text. Findings Results indicated that there was tacit knowledge in all unstructured decision-making routines. Also detected was the need to explicitly add the routine of evaluation to the model. Research limitations/implications It was unable to perform psychological studies to investigate the deepest cognitive and emotional aspects of managers, and it does not address, in depth, some issues that are related to tacit knowledge in decisions and that would be considered relevant. Practical implications Although this research was unable to dissect the composition of tacit knowledge in unstructured decision process, a better understanding of the aspects that make up the knowledge in question has been developed, providing some decision-making guidelines to managers. Social implications The language between communications actors can share decision-making rules to assist in the production and process of arguments necessary for the debate, evaluation and attribution of institutionally recurrent decisions. Originality/value The original contribution is present in a detailed description of the expressions of flows of tacit knowledge in unstructured decision-making processes, based on the model of Mintzberg et al. (1976). From the influence of tacit knowledge, it was found that the model in question needs to consider the relevance of the evaluation phase, as a stage equivalent to the other described by Mintzberg et al. (1976). These aspects have been better explained in the introduction and conclusion. Participant observation was not possible because the decision had already been taken by the informant at the moment of the interviews.

An integrated model of marketing knowledge – a tacit knowledge perspective

2019 ◽  
Vol 21 (1) ◽  
pp. 2-18
Author(s):  
Mostaque Zebal ◽  
Ahmed Ferdous ◽  
Colin Chambers
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Integrated Model ◽  
Business Success ◽  
Content Type ◽  
Proposed Model ◽  
Management Perspective ◽  
Knowledge Perspective ◽  
Tacit And Explicit Knowledge

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.

Interrelationship between big data and knowledge management: an exploratory study in the oil and gas sector

2017 ◽  
Vol 21 (1) ◽  
pp. 180-196 ◽  
Author(s):  
Muhammad Saleem Sumbal ◽  
Eric Tsui ◽  
Eric W.K. See-to
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Explicit Knowledge ◽  
Oil And Gas ◽  
Structured Interviews ◽  
Content Type ◽  
Study Approach ◽  
Qualitative Research Methodology ◽  
The Relationship ◽  
Oil And Gas Sector

Purpose The purpose of this paper is to explore the relationship between big data and knowledge management (KM). Design/methodology/approach The study adopts a qualitative research methodology and a case study approach was followed by conducting nine semi-structured interviews with open-ended and probing questions. Findings Useful predictive knowledge can be generated through big data to help companies improve their KM capability and make effective decisions. Moreover, combination of tacit knowledge of relevant staff with explicit knowledge obtained from big data improvises the decision-making ability. Research limitations/implications The focus of the study was on oil and gas sector, and, thus, the research results may lack generalizability. Originality/value This paper fulfills an identified need of exploring the relationship between big data and KM which has not been discussed much in the literature.

Knowledge management strategies and organizational improvisation: what changed after the emergence of technological turbulence caused by artificial intelligence?

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
José Arias-Pérez ◽  
Juan Cepeda-Cardona
Keyword(s):  
Artificial Intelligence ◽  
Knowledge Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Management Strategies ◽  
Content Type ◽  
Organizational Improvisation ◽  
Technological Turbulence ◽  
Intelligent Robots ◽  
The Relationship

PurposeThis paper aims to analyze the moderating effect of technological turbulence caused by artificial intelligence on the relationship between the traditional knowledge management strategies of personalization (tacit knowledge) and codification (explicit knowledge), and organizational improvisation, which refers to the firm's ability to generate ideas and respond to changes in the technological environment in real time. Until now, individuals have played a key and indispensable role in organizational improvisation since they are the owners of tacit knowledge and users of explicit knowledge.Design/methodology/approachThe research model was tested in a sample of firms from sectors in which the adoption of intelligent robots is growing.FindingsBoth personalization and codification have a positive and significant influence on improvisation, the former to a greater extent. Nevertheless, when technological turbulence caused by artificial intelligence occurs, the relationship between personalization and improvisation is weakened, whereas the link between codification and improvisation is strengthened.Originality/valueContrary to the pre-digital literature consensus, explicit knowledge is becoming the new major driver of organizational improvisation, while tacit knowledge sharing is losing strength and relevance. This finding may be a first indication that intelligent robots are the new exponents of improvisation for their ability to respond to changes in the environment in real time because of a combination of explicit knowledge, beyond being a mere support tool for humans.

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