scholarly journals Relevant factors for tacit knowledge transfer within organizations: an exploratory study

2012 ◽  
Vol 19 (2) ◽  
pp. 233-246 ◽  
Author(s):  
Bernardo Lemos ◽  
Luiz Antonio Joia
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Tacit Knowledge ◽  
Management Strategy ◽  
Critical Elements ◽  
Tacit Knowledge Transfer ◽  
Oil Company ◽  
Relevant Factors ◽  
Exploratory Factorial Analysis

Knowledge and management of such knowledge have been studied for some time now in the field of Management. However, in the 1990s, with the growth in the economy based on intangible assets, companies needed more than an unstructured approach to corporate knowledge management to succeed in this new competitive environment. Therefore, this article aims to identify, in an exploratory way, the relevant factors for tacit knowledge transfer within a major Brazilian oil company trough a case study. This study reviews the literature concerning tacit knowledge transfer within organizations, and using a quantitative approach based on exploratory factorial analysis, it collects facts in order to identify the relevant factors for tacit knowledge transfer within the organization under study. It can be said that idiosyncratic factors, the knowledge management strategy adopted by the company, and its organizational structure are the critical elements for the success of tacit knowledge transfer within the organization under analysis. Finally, three propositions arising from the results obtained are then consolidated and presented in order that they may be tested in a future explanatory study and the research limitation are unveiled.

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 transfer from a master to an apprentice among hairdressers

2019 ◽  
Vol 61 (1) ◽  
pp. 108-120 ◽  
Author(s):  
Franklin Gyamfi Agyemang ◽  
Henry Boateng
Keyword(s):  
Knowledge Transfer ◽  
Tacit Knowledge ◽  
Sampling Technique ◽  
Structured Interview ◽  
Content Type ◽  
Factors Affecting ◽  
Interview Guide ◽  
Tacit Knowledge Transfer ◽  
Collection Data

Purpose 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. Design/methodology/approach 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. Findings 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. Research limitations/implications 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. Practical implications The paper provides what apprentices must do to acquire the tacit knowledge of master hairdressers. Originality/value This paper focuses on the holder of tacit knowledge (master hairdressers) and reveals their motivations to transfer or hoard their tacit knowledge.

Effective Knowledge Transfer During Biopharmaceutical Technology Transfer

2019 ◽  
Vol 23 (5) ◽  
Author(s):  
Marty Lipa ◽  
Keyword(s):  
Knowledge Management ◽  
Technology Transfer ◽  
Knowledge Transfer ◽  
Tacit Knowledge ◽  
Multiple Sources ◽  
Business Impact ◽  
Regulatory Guidance ◽  
Tacit Knowledge Transfer ◽  
Product Technology ◽  
New Research

While knowledge management (KM) has been widely applied in other sectors, the international biopharmaceutical sector has struggled with the meaningful and sustained application of effective KM practices. This is evident even though KM has been highlighted in regulatory guidance for over 10 years, and the positive business impact of KM is well recognized in other sectors. This paper focuses on the topic of KM as applied to biopharmaceutical technology transfer, introducing new research that explores the importance and effectiveness of knowledge transfer as an integral component of a biopharmaceutical product technology transfer. Results from multiple sources explored in this paper are well aligned in recognizing that knowledge transfer is very important to enable technology transfer, yet the biopharmaceutical sector is not very effective at this knowledge transfer. This is especially true of tacit knowledge transfer which is often reported to be ineffective. Additional research will further define the barriers to improve knowledge transfer effectiveness and how the biopharmaceutical sector might improve in this area.

scholarly journals THE ROLE OF LEADERSHIP IN TACIT KNOWLEDGE TRANSFER IN THE NIGERIAN OIL AND GAS INDUSTRY.

2020 ◽  
Vol 2 (1) ◽  
Keyword(s):  
Knowledge Transfer ◽  
Tacit Knowledge ◽  
Oil And Gas ◽  
Multiple Case Study ◽  
Oil And Gas Industry ◽  
Gas Industry ◽  
Tacit Knowledge Transfer ◽  
Multiple Case ◽  
Qualitative Multiple Case Study

The oil and gas industries are knowledge driven industry. The technology deployed in deep water exploration and production involve knowledge-intensive process by highly technical personnel. The problem was that the leadership of the oil and gas industries have not necessitated early recovery of tacit knowledge transfer from experts to employees managing the plant operations. The purpose of this qualitative multiple case study was to gain an understanding of how oil and gas industry leaders in Nigeria facilitate the transfer of tacit knowledge from experts to employees managing the plant after exploration activities. The conceptual framework was the socialization, externalization, combination, and internalization model developed by Nonaka and Takeuchi and Burns’ transformational leadership theory. A qualitative multiple case study design was used by adopting multiple sources of information including semi-structured interviews, field notes, and review of organizational documents. The unit of analysis was leaders in an oil and gas services organization. The data analysis processes involved coding of the data, categorizing the coded data, and subsequently generating themes in line with the research question using NVivo Version 12 software. Findings indicated that leaders facilitated the transfer of tacit knowledge through the creation of a safe working environment and demonstration of care for the employees. The opportunity to facilitate the transfer of tacit knowledge from expert to employees managing operations after exploration enhance the organization’s stability and promotes healthy communities. Keywords– Knowledge-Transfer, Leadership Style, Oil and Gas Industry

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