Tacit Knowledge Sharing in Geographically Distributed Enterprise Resources Planning (ERP) Implementation: An Exploratory Multi-Site Case Study

2009 ◽  
Vol 08 (01) ◽  
pp. 1-12 ◽  
Author(s):  
Ramaraj Palanisamy
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Business Processes ◽  
Extensive Study ◽  
Lessons Learned ◽  
Erp Implementation ◽  
Enterprise Resources Planning ◽  
Tacit Knowledge Sharing ◽  
Geographically Distributed ◽  
Resources 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. Especially in a Geographically Distributed Environment (GDE), ERP implementation is more risky. To mitigate the risks, a knowledge sharing framework is suggested to be put in place during ERP implementation phases. The ERP implementation requires more knowledge about business processes, transaction rules, organisational structure, and other related transactions. Based on findings in an extensive study of three Canadian organisations that have gone through ERP implementation phases, this study examines tacit knowledge sharing in design, configuration, and testing of ERP systems. The lessons learned and knowledge sharing activities are given by presenting a cross-comparison of the case studies.

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.

Organizational Knowledge Sharing Based on the ERP Implementation of Yongxin Paper Co., Ltd.

2005 ◽  
pp. 155-164 ◽  
Author(s):  
Zhang Li ◽  
Tian Yezhuang ◽  
Li Ping
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Management System ◽  
Organizational Knowledge ◽  
Erp Implementation ◽  
New Techniques ◽  
Erp System ◽  
Enterprise Resources Planning ◽  
Resources Planning

This case focuses on the effect of knowledge sharing in the process of enterprise resources planning (ERP) system implementation. Knowledge sharing mainly means the sharing and combination of tacit knowledge in the application of new techniques. Up to now, less than 20% of ERP implementations have varying degrees of success in Chinese companies. Yongxin is one such company that used knowledge sharing to successfully introduce an ERP management system. The authors hope that this case will not only inform researchers of a better design for knowledge sharing, but also assist companies implementing knowledge management in effective knowledge sharing.

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 Management at the Kenya Institute for Public Policy Research and Analysis

Mousaion ◽  
2019 ◽  
Vol 36 (1) ◽  
Author(s):  
Omwoyo Bosire Onyancha ◽  
Gladys Njeri Mungai ◽  
Henry Nyabuto Kemoni
Keyword(s):  
Public Policy ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Policy Research ◽  
Primary Data ◽  
Intangible Asset ◽  
Research Approach ◽  
Public Policy Research ◽  
Observation Methods ◽  
Tacit Knowledge Sharing

Tacit knowledge is seen as difficult to be shared in an organisation owing to its intuitive, versatile and practice-based nature. Consequently, tacit knowledge is not well-understood or valued in most organisations and more so in public institutions. The purpose of the study was to investigate how the Kenya Institute for Public Policy Research and Analysis (KIPPRA) manages tacit knowledge as an intangible asset and also to recommend a framework or model for the management of tacit knowledge for a competitive advantage and development at the KIPPRA. The study adopted a qualitative research approach, with interviews and observation methods constituting the primary data collection methods. The study targeted 60 employees of KIPPRA consisting of researchers, young professionals, heads of divisions, a knowledge manager and administrative staff. The qualitative data collected were organised, categorised and reported verbatim. Among the key findings were that KIPPRA has the capacity for tacit knowledge sharing, capture, transfer and storage that have not been capitalised on. Further, employees experience challenges such as the identification and understanding of tacit knowledge, access to tacit knowledge sharing platforms, access to expertise with specific tacit knowledge, tacit knowledge hoarding, individualism, and ICT-related challenges in accessing tacit knowledge. Finally, the study recommends the adoption of a proposed framework for managing tacit knowledge at the KIPPRA.

scholarly journals The Nexus between Team Culture, Innovative Work Behaviour and Tacit Knowledge Sharing: Theory and Evidence

2021 ◽  
Vol 13 (8) ◽  
pp. 4333
Author(s):  
Cem Işık ◽  
Ekrem Aydın ◽  
Tarik Dogru ◽  
Abdul Rehman ◽  
Rafael Alvarado ◽  
...  
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Work Behavior ◽  
Frontline Employees ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Team Culture ◽  
Tacit Knowledge Sharing ◽  
Innovative Work ◽  
The Relationship

Tacit knowledge sharing is an essential intellectual capital for frontline employees in hotel enterprises. While the relationship of knowledge sharing with team culture (TC) and innovative work behavior (IWB) was investigated in the extant literature, little is known about the extent to which tacit knowledge sharing affects TC and IWB. In this regard, the purpose of this study is to investigate the role of tacit knowledge sharing in the relationship between TC and IWB. For this purpose, data were gathered from 360 department managers of Turkish 4–5 star hotels. The results were analyzed utilizing Smart PLS 3 using bootstrapping to determine the level of significance of the relationships between tacit knowledge sharing, TC and IWB. The results show statistically significant relationships between tacit knowledge sharing, TC and IWB. Moreover, tacit knowledge sharing has a mediating role in the relationship between team culture and innovative work behavior.

Impact of organizational culture and computer self-efficacy on knowledge sharing

2015 ◽  
Vol 115 (4) ◽  
pp. 590-611 ◽  
Author(s):  
Zhen Shao ◽  
Tienan Wang ◽  
Yuqiang Feng
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Self Efficacy ◽  
Enterprise Systems ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Tacit Knowledge Sharing ◽  
Sharing Behavior ◽  
Computer Self Efficacy

Purpose – The purpose of this paper is to examine the impact mechanism of organizational culture (OC) on Enterprise Resource Planning (ERP) user’s explicit and tacit knowledge-sharing behavior in the context of enterprise systems usage. Design/methodology/approach – Drawing from social cognitive theory, the authors developed a comprehensive model that integrates OC, computer self-efficacy and employees’ knowledge-sharing behaviors. In total, 343 valid questionnaires were collected from ERP users of 115 firms and structural equation modeling technique was used to test the model. Findings – Empirical results suggest that hierarchical culture that focusses on efficacy and uniformity is positively related with employees’ explicit knowledge sharing; group culture that focusses on trust and belonging is positively related with employees’ tacit knowledge sharing, and their relationship is fully mediated by employees’ computer self-efficacy. In addition, computer self-efficacy also partially mediates the relationship between rational culture and employees’ knowledge sharing. Practical implications – This study provides guidelines for top managers to enhance employees’ computer self-efficacy and facilitate employees’ knowledge-sharing behavior by developing appropriate type of OC. Originality/value – This study unpacks the mediating mechanism between OC and knowledge sharing, and contributes to the academic research of knowledge management in the context of enterprise systems assimilation.

Emotional intelligence and innovative work behaviour in knowledge-intensive organizations: how tacit knowledge sharing acts as a mediator?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shehla Malik
Keyword(s):  
Emotional Intelligence ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Content Type ◽  
Mediating Role ◽  
Tacit Knowledge Sharing ◽  
Innovative Work ◽  
Knowledge Intensive Organizations ◽  
Innovative Work Behaviour ◽  
Knowledge Intensive

Purpose This study aims to examine the underlying process through which emotional intelligence impacts employees’ innovative work behaviour by testing the mediating role played by tacit knowledge sharing in organizations. The direct and indirect effects of emotional intelligence on innovative work behaviour of employees were explored. Design/methodology/approach A structured survey questionnaire was used to collect data from 171 full-time employees of five high-tech knowledge-intensive organizations located in India. The hypotheses were tested using partial least squares structural equation modelling. Findings The results revealed that emotional intelligence had a direct positive impact on tacit knowledge sharing and innovative work behaviour of employees. Similarly, tacit knowledge sharing positively influenced innovative work behaviour. The study further showed that the relationship between emotional intelligence and innovative work behaviour was partially mediated by tacit knowledge sharing. Practical implications To enhance innovative behaviour at work, organizations should concentrate on building the emotional competencies of its employees to increase their emotional intelligence level through suitable training programs. Besides, organizations should also focus on shaping a knowledge-sharing culture by building systems and processes through which free exchange of tacit knowledge among employees can be promoted to enhance their innovative work behaviour. Originality/value This study contributes to the existing pool of knowledge by demonstrating the unexplored effect of emotional intelligence on innovative work behaviour via the mediating role of tacit knowledge sharing. It also advances current literature on emotional intelligence, tacit knowledge sharing and innovative work behaviour by discussing useful theoretical implications of the findings.

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