scholarly journals Supervisors’ Reliance on Tacit Knowledge and Impediments to Knowledge Sharing in Trades

10.29007/6rmj ◽  
2020 ◽  
Author(s):  
Priyansh Dogra ◽  
Anthony Sparkling
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Management Practices ◽  
Knowledge Loss ◽  
Construction Firms ◽  
Tacit Dimension ◽  
Knowledge Management Practices ◽  
Field Supervisors ◽  
Formal Procedures ◽  
Clear Relation

Construction field supervisors often exchange stories about how decisions they had made on previous projects have saved a substantial number of man-hours leading to improved profits. They rely on their experience-based knowledge to make day-to-day decisions in the field. The knowledge is mostly tacit in nature which is internalized over the course of experience and when asked, the supervisors are unable to codify or articulate it replicable in words. Many construction firms are incorporating knowledge management practices but still, the tacit dimension is relatively unexplored in the literature. Organizations are seeing the tacit dimension as a great competitive advantage due to its relative immobile nature. Employee retirements and knowledge loss are compelling construction firms to capture these know-hows to prepare the future workforce. The first step towards harnessing tacit knowledge is to identify it in practice. This study posits a tacit knowledge measure and identifies barriers to knowledge sharing through case studies involving specialty contactors. Findings show a clear relation between experience and tacit knowledge acquisition. Lack of time and formal procedures, and managers’ reluctance to change are identified as the key barriers to knowledge sharing. Organizations can implement the proposed methodology framework and instrument to strengthen existing knowledge harnessing strategies.

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.

scholarly journals BENCHMARKING THE KNOWLEDGE MANAGEMENT PRACTICES OF CONSTRUCTION FIRMS

2012 ◽  
Vol 18 (3) ◽  
pp. 335-344 ◽  
Author(s):  
Serdar Kale ◽  
A. Erkan Karaman
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Management Practice ◽  
Organizational Capability ◽  
Construction Firms ◽  
Advantages And Disadvantages ◽  
Business Executives ◽  
Proposed Model ◽  
Management Concepts ◽  
Knowledge Management Practices

Knowledge management is rapidly becoming a key organizational capability for creating competitive advantage in the construction industry. The emergence of knowledge management in this capacity poses enormous challenges to executives of construction firms. This paper proposes a model for benchmarking those knowledge management practices of AEC firms that can guide and assist construction business executives in meeting these challenges. The proposed model incorporates benchmarking and knowledge management concepts with importance-performance analysis (IPA) maps. It is a simple visual tool that can provide powerful diagnostic information to executives of AEC firms by evaluating their firm's knowledge management practices, identifying their firm's comparative advantages and disadvantages with regard to each knowledge management practice, and setting priorities for managerial actions related to knowledge management practices that need improvement. A real-world case study is presented to illustrate the implementation and utility of the proposed model.

scholarly journals Identified Human Factors in Knowledge Management in the Context of Knowledge Sharing

2021 ◽  
Vol 12 (3) ◽  
pp. 1963-1968
Author(s):  
Oyelami Julius Olusegun Et.al
Keyword(s):  
Knowledge Management ◽  
Standard Deviation ◽  
Human Factors ◽  
Knowledge Sharing ◽  
Management Practices ◽  
Statistical Data Analysis ◽  
Information And Communication ◽  
Strategic Implementation ◽  
Paper Review ◽  
Knowledge Management Practices

With the present and advances in information and communication technology (ICT), sharing knowledge across organisations has become easier and feasible. However, knowledge sharing has been a complex phenomenon over the years and identifying factors that influence knowledge sharing (KS) across organisation has becomes crucial and critical in the recent days. This paper review the effect of culture and behavioural differences as a human factors and the knowledge management practices needed to improve KS in organisations. Data were collected from 7 experts and 50 personnel by questionnaire. The result from the statistical data analysis revealed 15.67 and 3.96 as variance and standard deviation on culture respectively. The variance on behaviour is 8 and its standard deviation is 2.83, this indicate weakness in KS therefore, there is a presence of non- sharing culture and behaviour that discourage knowledge sharing. The findings from this pilot study suggest that, a centralised knowledge management structure without effective human practice towards its policies of sharing, coordination and distribution of knowledge in the context of knowledge management towards knowledge sharingmight fail. For organisation to avoid knowledge holding (KH) and knowledge risk (KR), a mechanism like knowledge sharing strategic implementation plan (KSSIP) can be used as a solution.  

Knowledge Sharing in a Digital, Remote, and Disrupted World

2021 ◽  
pp. 17-36
Author(s):  
Dana Tessier
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Work Environment ◽  
Management Practices ◽  
Critical Element ◽  
Remote Work ◽  
Digital Repositories ◽  
Digital Environments ◽  
Knowledge Management Practices

Trust is a critical element when building knowledge management practices within an organization. For individuals and teams to share knowledge and collaborate, they must form a relationship that is based on trust. The role of trust within knowledge-sharing, and therefore collaboration and cooperation, will be discussed. In a multinational, distributed, remote work environment, colleagues will interact with content created by their peers before they interact with them, and therefore, digital repositories and content become an extension of the trust relationship between colleagues and even the organization itself. The trust required to facilitate knowledge-sharing will need to be extended to these digital environments so that the organization can maintain its competitive advantage and the benefits of effective knowledge management practices.

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.

Knowledge Management Practices and Project Performance in Tharaka Nithi County, Kenya

2020 ◽  
Vol 2 (4) ◽  
pp. 1-15
Author(s):  
Grace Syontheke Mburia ◽  
Shadrack Bett
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Knowledge Acquisition ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Management Practices ◽  
Project Performance ◽  
Primary Data ◽  
Moderate Pace ◽  
Knowledge Management Practices

Public infrastructure projects have taken a moderate pace since freedom. The records from the Kenya government 2014 on vision 2030 towards an internationally serious and prosperous Kenya demonstrate that the moderate pace in execution of open foundation ventures has prompted unsatisfactory street systems; under normalized open pleasantries; non network of the national matrix line to mechanical expected regions; inadequate relief measures in agrarian territories; and ruined motorization of the once serious enterprises that are going under. A major problem facing county governments is how to maximize on knowledge management in project management. The main objective of this study is to determine the effect of knowledge management practices on project performance in Tharaka Nithi County, Kenya. The study sets out to determine the effect of knowledge creation, knowledge sharing, knowledge acquisition and knowledge storage on project performance in Tharaka Nithi County, Kenya. The study was anchored on Knowledge-Based View Theory the Resource-Based Theory and the Organization Learning Theory. The study adopted cross sectional, explanatory and descriptive research designs targeting 120 management staff and employees of Tharaka Nithi County. A census study of all the targeted staff was carried out. Primary data was collected using structured questionnaire. The questionnaires were piloted with 12 staff from the neighboring Embu County to determine their return rate. The study used multiple regression analysis, frequencies, bar graphs, means and standard deviation measures. The study established that knowledge sharing influence project performance in Tharaka Nithi County. The study found that knowledge acquisition influences project performance in Tharaka Nithi County to a great extent. The study found that knowledge acquisition influences project performance in Tharaka Nithi County to a great. The study concludes that knowledge creation has a positive and significant influence on project performance in Tharaka Nithi County.The study will be used by project management team in other counties as it will help in formulation of proper knowledge management practices that promote effective project delivery.

scholarly journals Improving Agricultural Extension Services through Knowledge Management Practices in the Delta Region of Egypt: An Applied Study of Knowledge Management Model

2019 ◽  
pp. 1-14
Author(s):  
Heba Essam El-Dien Aly Salama
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Management Practices ◽  
Explicit Knowledge ◽  
Practical Knowledge ◽  
Agricultural Extension ◽  
Management Model ◽  
Delta Region ◽  
Chi Square ◽  
Knowledge Management Practices

Knowledge management is considered as an essential factor for the sustainable development of enterprises in the agricultural context. A consecutive workshops were conducted for senior and junior agricultural extension workers (AEWs) of two Governorates of the Delta region namely: Beheira and Kafr-Elsheikh. A purposive sample of 11 senior AEWs and 20 junior AEWs was selected. The Wiig knowledge management model (KMM) of four stages was used to identify the knowledge management practices. Descriptive statistics (frequencies and percentages) were used for presenting interview responses and Chi Square Test was used to determine the differences between senior and junior AEWs regarding their responses .The most important results were: the respondents obtain explicit knowledge from the statistics department and pamphlets. Types of formulating and documenting knowledge were the periodical minutes and reports. The available knowledge was compatible with the farmers' problems. Remembering the explicit knowledge was facilitated by frequent use of the acquired knowledge. Explicit knowledge was kept on computer bases of the specialized departments.  Aggregating and categorizing knowledge were rallying on personal efforts. The practical knowledge was provided through awareness-raising meetings with farmers. Significant differences were found between senior and junior AEWs regarding their responses concerning: obtaining the tacit knowledge, compatibility of knowledge with farmers' problems, and retrieving knowledge. Among the most important recommendations were: conducting training programs on knowledge management concept and practices for AEWs and establishing knowledge management units at the central and the two Governorates level. Some suggested recommendations are: forming specialized team to organize and document the tacit knowledge, allocating storage units for knowledge including new tools and the required electronic devices, coordinating research institutions with agricultural extension organizations in transferring farmers' problems through formal procedures, and supporting the provision of AESs and developing the evaluation methods of the provided services. These predictors, however, need further work to validate reliability.

Impact of Knowledge Management Practices on Task Knowledge

2013 ◽  
pp. 282-301 ◽  
Author(s):  
Shahnawaz Muhammed ◽  
William J. Doll ◽  
Xiaodong Deng
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Management Practices ◽  
Organizational Knowledge ◽  
Work Processes ◽  
Task Knowledge ◽  
Individual Level ◽  
Knowledge Management Practices ◽  
The Individual

Organizational level studies of knowledge management have been hampered by the lack of measures of individual level knowledge management practices and outcomes that can be used as success criteria to determine whether, or to what degree, specific organizational knowledge management practices enhance individual knowledge creation, sharing, and application at the individual level. This paper explores how the knowledge management practices of individuals are related to the task knowledge they use to complete their work processes. The measures presented can be used as one way to evaluate the success of organizational knowledge management practices. Specifically, the paper explores the individual practices of knowledge creation, knowledge sharing, and knowledge application and how these practices are related to the task knowledge (conceptual, contextual, and operational knowledge) of individuals. A model of the relationships among knowledge management practices and task knowledge components is proposed and tested. Structural equation modeling is used. Results suggest that engaging in knowledge creation enhances an individual’s task knowledge through the practices of sharing and applying knowledge. Knowledge sharing and application enhance operational knowledge indirectly through changes in conceptual and contextual knowledge.

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