Sharing Tacit Knowledge

2018 ◽  
pp. 50-63
Author(s):  
Ayesha Khatun
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Tacit Knowledge ◽  
First Century ◽  
Management Process ◽  
Informal Networks ◽  
Vital Part ◽  
Personal Interaction ◽  
Twenty First Century

Twenty-first century markets are unstable: technologies rapidly proliferate, competitors multiply, products and services become obsolete almost overnight. It is knowledge that can help the organizations to remain competitive. But as knowledge is the source of competitive advantage for the organization, it is also the source of competitive advantage for individuals. People think that knowledge is power, so sharing the same may lead to losing the power. Moreover, the very nature of tacit knowledge poses many difficulties in sharing the same. But sharing tacit knowledge is a vital part of the knowledge management process because it is tacit knowledge that is inimitable and is unique for the firm and hence provides competitive advantage. Studies found that personal interaction and informal networks work as the most successful means of sharing tacit knowledge. This chapter discusses the concept of tacit knowledge and attempts to discuss and suggest some effective methods of sharing tacit knowledge in organizations.

scholarly journals Strategic management model with lens of knowledge management and competitive intelligence

2017 ◽  
Vol 47 (1) ◽  
pp. 55-93 ◽  
Author(s):  
Muhammad Shujahat ◽  
Saddam Hussain ◽  
Sammar Javed ◽  
Muhammad Imran Malik ◽  
Ramayah Thurasamy ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Information Resources ◽  
Competitive Intelligence ◽  
Management Model ◽  
Management Process ◽  
Content Type ◽  
Use Of Knowledge ◽  
Strategic Management Process

Purpose The purpose of this study is primarily to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Next, this paper aims to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa. Design/methodology/approach A systematic literature review was performed within time frame of 2000-2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David. Findings A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision-making, leading to competitive advantage. Research limitations/implications Learning curve of knowledge management and competitive intelligence and being limited to the use of Fred David model are among the many key limitations. Practical implications Experts of knowledge management, competitive intelligence and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function and competitive intelligence to support the strategy formulation, implementation and evaluation. Social implications Readers can take a view for how they can manage their knowledge and information resources from a strategic perspective. Originality/value This study proposes a strategic management model with lens of knowledge management and competitive intelligence. The model discusses ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition, it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice versa.

scholarly journals Management Methods and Concepts for Building Competitive Advantage in Hospitality Companies

2014 ◽  
Vol 21 (3) ◽  
pp. 178-183
Author(s):  
Beata Gierczak
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Emerging Market ◽  
Final Part ◽  
Management Process ◽  
Practical Application ◽  
The Core ◽  
Knowledge Based ◽  
Management Concepts ◽  
Market Management

Abstract Introduction. Competitive advantage determines the success of modern enterprises, such as hospitality companies, on the market. In turn, competitive advantage is gained as the result of skillful management, taking into account the factors that characterize the company environment. In the management process, methods and concepts that, when properly applied, facilitate the company's innovative activities play the key role, thus contributing to building competitive advantage. The purpose of this paper is to specify and characterize the methods and management concepts most commonly used by hospitality companies in the process of building competitive advantage. The core benefit of these considerations is that they serve to identify those activities of hospitality companies in which the analyzed methods and concepts found practical application. The final part of the article is devoted to an attempt to identify barriers and problems that significantly limit the use of these methods and concepts. Material and methods. In order to achieve this objective, a survey and interviews were carried out in all three- and four-star hotels in the Rzeszów area in the first quarter of 2012. Results. The results revealed that the concept most commonly used by hoteliers was knowledge-based organization (knowledge management), followed by outsourcing, benchmarking and internal competition, respectively. Conclusions. The study also demonstrated that the managers of these hospitality companies significantly lacked substantive knowledge of emerging “market” management methods and concepts.

Knowledge Management and Software Development Organization

2017 ◽  
pp. 226-246 ◽  
Author(s):  
Marcello Chedid ◽  
Leonor Teixeira
Keyword(s):  
Knowledge Management ◽  
Software Development ◽  
Tacit Knowledge ◽  
Development Process ◽  
Management Process ◽  
Software Development Process ◽  
Development Organization ◽  
Main Challenge ◽  
The Difference ◽  
Knowledge Intensive

Software development organization (SDO) is a kind of knowledge-intensive business and their large majority is small and medium enterprise (SME) facing similar challenges of large ones. The diversity and complexity of the SDO environment makes knowledge the fundamental element in the software development process, which strengthens the importance of an effective knowledge management process. The software development process involves multidisciplinary teams, and the various working meetings that occur during a project are conducive to generate and share a lot of knowledge, in particular tacit knowledge. The use of a knowledge management process that enables to manage tacit knowledge will define the difference between a good SDO performance and the best SDO performance. This chapter aims to present an exploratory study based on literature review, with the aim of identifying the main challenge of knowledge management in the SDO context. The authors also aim to address some new research directions.

Introduction

2011 ◽  
pp. 1-11
Author(s):  
Brian Lehaney ◽  
Steve Clarke ◽  
Elayne Coakes ◽  
Gillian Jack
Keyword(s):  
Knowledge Management ◽  
First Century ◽  
Know How ◽  
Twenty First Century ◽  
The Impact ◽  
Easy Solution ◽  
The Way

If you want quick-fix solutions, this book is not for you. If you want to “dare to know” how to look at an organisation differently, harness the power of its knowledge, and create innovative and effective systems, then please read on! Knowledge management has been one of the most hyped phrases over the first years of the twenty-first century, and it has been mooted as the way forward for organisations to be dynamic, flexible, competitive, and successful. Despite the hype, and despite some individual successes, western economies and organisations may not have been greatly affected by this ‘all singing, all dancing’ solution to organisations’ problems. Has the impact of knowledge management been less than expected? If so, why? In order to address these questions, there are a number of others that must also be considered, such as: What is knowledge management? Why did it arise in the first place? Can it be simplified or categorised? Is it a fad? Is it theoretical? Is it practical? Why should I care about it? What can it do for my organisation? Does it provide a quick and easy solution?

Strategically-Focused Enterprise Knowledge Management

2011 ◽  
pp. 14-22
Author(s):  
Robert J. Mockler ◽  
Dorothy G. Dologite
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Management Systems ◽  
Management Process ◽  
Knowledge Management Systems

This chapter describes the characteristics and types of strategically focused knowledge management systems and the key conditions affecting their development and success. The discussion, which is based around company examples, focuses on various strategic management uses of these systems. The knowledge management process is designed to increase profitability and competitive advantage in the marketplace.

Is Nepotism Good or Bad? Types of Nepotism and Implications for Knowledge Management

2013 ◽  
Vol 26 (2) ◽  
pp. 121-139 ◽  
Author(s):  
Peter Jaskiewicz ◽  
Klaus Uhlenbruck ◽  
David B. Balkin ◽  
Trish Reay
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Conceptual Model ◽  
Tacit Knowledge ◽  
Social Exchange ◽  
Family Firms ◽  
Family Members ◽  
Exchange Relationships ◽  
Social Exchanges ◽  
Tacit Knowledge Management

In contrast to the literature that portrays nepotism as generally problematic, we develop a conceptual model to explain why some family firms benefit from nepotism while others do not. We distinguish two types of nepotism based on how nepots are chosen. We elaborate the differences between entitlement nepotism and reciprocal nepotism. We propose that reciprocal (vs. entitlement) nepotism is associated with three family conditions that indicate generalized (vs. restricted) social exchange relationships between family members. We also suggest that generalized social exchanges are valuable to firms because they facilitate tacit knowledge management that can lead to competitive advantage.

scholarly journals EU‐Russia cross‐border co‐operation in the twenty‐first century: Turning marginality into competitive advantage

2020 ◽  
Vol 12 (5) ◽  
pp. 847-865
Author(s):  
Nikolai Bobylev ◽  
Sebastien Gadal ◽  
Viktar Kireyeu ◽  
Alexander Sergunin
Keyword(s):  
Competitive Advantage ◽  
First Century ◽  
Cross Border ◽  
Twenty First Century

An Approach to Knowledge Management With an E-Learning Platform

2018 ◽  
pp. 668-684
Author(s):  
Henrique S. Mamede
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Organizational Knowledge ◽  
Management Process ◽  
Learning Platform ◽  
Working Solution ◽  
E Learning ◽  
Different Levels

Knowledge management is still a problem for many organizations and at two different levels: tacit knowledge, which typically resides in the head of each individual and gets lost for the organizations when a person goes to work with a different company; and explicit knowledge, which presents growing costs for its dissemination in the organization. In the chapter, the author proposes a model to address those problems, taking for base the SECI (socialization, externalization, combination, and internalization) model, originally developed for knowledge management, together with an e-learning platform and a set of activities as tools to implement a working solution. Such models have the ability to solve organizational knowledge problems, implementing a knowledge management process, allowing the transformation of tacit knowledge into explicit knowledge.

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