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 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 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.

The Role of Human Resources (HR) in Tacit Knowledge Sharing

2017 ◽  
pp. 364-386 ◽  
Author(s):  
Kimiz Dalkir
Keyword(s):  
Human Resources ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Information And Communication Technologies ◽  
Communication Technologies ◽  
Peer To Peer Networks ◽  
Tacit Knowledge Sharing ◽  
Information And Communication

In Knowledge Continuity Management (KCM), knowledge from highly experienced employees leaving the organization is particularly challenging to document, classify and organize so that it can be accessed, understood and used by the successor to that employee. Horizontal knowledge sharing (in the context of peer-to-peer networks) and vertical knowledge transfer (in the context of KCM) are distinguished in order to address some of the conceptual confusion in this field. Both Human Resources (HR) and Knowledge Management (KM) units contribute to KCM but they need to do so in a more integrated fashion. The complementary roles played by the KM and HR teams are analyzed in a case study to show how they can work in tandem to ensure knowledge continuity in an organization. Key recommendations are made on how to implement a comprehensive KCM strategy for tacit knowledge, including the role that can be played by information and communication technologies.

The Role of Human Resources (HR) in Tacit Knowledge Sharing

2020 ◽  
pp. 490-512
Author(s):  
Kimiz Dalkir
Keyword(s):  
Human Resources ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Information And Communication Technologies ◽  
Communication Technologies ◽  
Peer To Peer Networks ◽  
Tacit Knowledge Sharing ◽  
Information And Communication

In Knowledge Continuity Management (KCM), knowledge from highly experienced employees leaving the organization is particularly challenging to document, classify and organize so that it can be accessed, understood and used by the successor to that employee. Horizontal knowledge sharing (in the context of peer-to-peer networks) and vertical knowledge transfer (in the context of KCM) are distinguished in order to address some of the conceptual confusion in this field. Both Human Resources (HR) and Knowledge Management (KM) units contribute to KCM but they need to do so in a more integrated fashion. The complementary roles played by the KM and HR teams are analyzed in a case study to show how they can work in tandem to ensure knowledge continuity in an organization. Key recommendations are made on how to implement a comprehensive KCM strategy for tacit knowledge, including the role that can be played by information and communication technologies.

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.

Evaluating a tacit knowledge sharing initiative: a case study

2012 ◽  
Vol 36 (8) ◽  
pp. 827-847 ◽  
Author(s):  
Claire Gubbins ◽  
Siobhan Corrigan ◽  
Thomas N. Garavan ◽  
Christy O' Connor ◽  
Damien Leahy ◽  
...  
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Tacit Knowledge Sharing

scholarly journals Sharing Tacit Knowledge: A Case Study in the Australian Film Industry

10.28945/3119 ◽  
2007 ◽  
Author(s):  
Irit Alony ◽  
Greg Whymark ◽  
Michael Jones
Keyword(s):  
Knowledge Sharing ◽  
Organizational Performance ◽  
Tacit Knowledge ◽  
Film Industry ◽  
Software Developers ◽  
Factors Affecting ◽  
Tacit Knowledge Sharing ◽  
Concepts Of Knowledge ◽  
Collaboration And Communication

This paper explores tacit knowledge sharing. This case demonstrates the significance of knowledge sharing to organizational performance, by exploring the contribution of tacit knowledge sharing to the success of projects in the Australian Film Industry (AFI). The differences between knowledge sharing, collaboration and communication, and their interrelations are addressed. We also explore the concepts of knowledge, information, and data. In the interchanges reported here the knowledge shared is almost entirely tacit, and the “raw” data and information do not exist without the context that makes them knowledge. The paper includes the identification of many factors affecting knowledge sharing, not all of which have been identified by previous researchers. This research contributes to a better understanding of tacit knowledge and how that knowledge is shared. This in turn contributes to a better understanding of how knowledge management can be supported in a modern organization, where often the technology is used in ways not well understood by system managers and software developers. A better understanding can lead to better ICT design and support of knowledge sharing both within and across organizations.

Tacit Knowledge as a Driver for Competitiveness

2017 ◽  
pp. 318-334
Author(s):  
Maria José Sousa
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Work Practices ◽  
Critical Factors ◽  
Organizational Constraints ◽  
Engineering Company ◽  
Tacit Knowledge Sharing ◽  
Powerful Strategy

Tacit knowledge sharing is one of the most critical factors for organizations competitiveness, and also critical because of several individual and organizational constraints related to the nature of the knowledge and the difficulty for organizations to create mechanisms to facilitate the sharing process. In this context sharing knowledge, and effectively integrate it in organization practices and processes, seems to be a very powerful strategy and at the same time a very difficult achievement. This research focuses on knowledge sharing processes among employees from an engineering company and on all the implicit constraints, supported in an intensive case study. A main result of this research is that knowledge sharing processes became part of the strategy of competitiveness of the organization for the last decade and to implement it they have developed a culture of knowledge and mechanisms that facilitate the sharing and the integration of knowledge in their work practices.

Sign in / Sign up

Export Citation Format

Share Document