Cultural Values and Knowledge Sharing in the Context of Sustainable Organizations

The current research studied the relationship between cultural values and tacit and explicit knowledge sharing behavior in the context of sustainable organizations. The sample consisted of 751 workers from Colombian organizations. It was found that sharing explicit and tacit knowledge correlated with the cultural dimensions of uncertainty avoidance, individualism–collectivism, and paternalism. On the other side, sharing tacit and explicit knowledge did not correlate with the cultural dimensions of power distance and masculinity–femininity. For organizational managers interested in knowledge sharing, a lesson is to facilitate environments of low uncertainty, care about the needs of workers, and have high collective values such as respect and interest in what others do. These values are essential for the promotion of knowledge sharing, which in turn contributes to sustainable organizations. From the theoretical point of view, the study opens a new line of research that integrates cultural studies and knowledge management to investigate the differential impact of cultural values on tacit and explicit knowledge sharing in organizational contexts.

Linking transformational leadership and frugal innovation: the mediating role of tacit and explicit knowledge sharing

Purpose Given the important role of frugal innovation for firms in the developing and emerging countries, the purpose of this paper is to investigate the effect of transformational leadership (TL) on frugal innovation through the mediating roles of tacit and explicit knowledge sharing. Design/methodology/approach The paper used a quantitative research method and structural equation modeling to test the relationship among the latent factors based on a sample of 339 participants from 120 Vietnamese firms. Findings Findings reveal the significant impacts of TL on aspects of frugal innovation, namely, frugal functionality, frugal cost and frugal ecosystem. Moreover, the paper highlights the mediating roles of tacit and explicit knowledge sharing (KS) in the relationship between TL and frugal innovation in terms of frugal functionality and frugal cost. Research limitations/implications To bring a deeper understanding of the benefits and important role of knowledge resources, future research should investigate the potential mediating mechanisms of knowledge management processes in the relationship between specific leadership styles and frugal innovation. Practical implications The paper provides a valuable understanding and novel approach for managers and directors of firms in developing and emerging countries to improve their firms’ frugal innovation capability through leadership practice and knowledge resources. Originality/value This study contributes to bridging research gaps in the literature and advances the insights of how TL directly and indirectly fosters frugal innovation via mediating roles of tacit and explicit KS.

The interplay of tacit and explicit knowledge in the informal economy: the atypical case of a recycling family business in Mexico City

How does the informal economy innovate? Innovation depends, in part, on the generation and use of distinct types of knowledge. Yet, very little is known on the use of knowledge within the informal economy. Focusing on the micro-scale of informal family businesses, this article documents the case of a recyclables shop in Mexico City, and explores how knowledge is used to develop innovative practices. This case is atypical, at least with respect to similar shops in its neighbourhood, as innovation results from the use of both tacit and explicit knowledge. This article reflects on the interplay of both types of knowledge and the implications for fostering innovation in the informal economy.

Knowledge, Organizational Learning, and Memory at Software Companies

Software development is intensive in knowledge use, both tacit, regarding to experience, and explicit, concerning to project documentation. Knowledge must be shared, so the organization can learn, and employees can coordinately reach its objectives. Learning is impossible without organizational memory, which has formal and informal elements, related with tacit and explicit knowledge. Thus, the aim of this chapter is to discuss the relationship between knowledge, organizational learning, and organizational memory in software development, highlighting hurdles commonly faced and providing suggestions for improvement.

Distributed leadership and exploratory and exploitative innovations: mediating roles of tacit and explicit knowledge sharing and organizational trust

Purpose The aim of this paper is to highlight the impact of distributed leadership (DL) on exploitative and exploratory innovations through the mediating effects of organizational trust (OT) and tacit and explicit knowledge sharing (KS). Design/methodology/approach Focusing on a quantitative approach, an empirical study was performed within a sample of information and communication technology Tunisian firms. The data collected was analyzed through the Partial Least Squares (PLS) method. Findings Findings revealed that DL is a driver of tacit and explicit KS, and exploitative and exploratory innovations. It also highlighted that tacit KS is associated with these two types of innovation. In this line, results showed that tacit KS plays a mediating effect between DL and exploitative and exploratory innovations. Moreover, our research highlighted that DL has a positive impact on OT that in turn boosts tacit and explicit KS. Originality/value This paper investigates the links between DL and exploitative and exploratory innovations within knowledge intensive firms (KIFs) that have never been studied in the literature within the context of business firms. This paper pioneers the examination of the mediating roles of explicit and tacit KS and OT in these links as well. This paper highlights the importance of DL for KIFs and sheds the light on how this collectivist approach of leadership creates an atmosphere of trust and fosters tacit and explicit KS to boost exploitative and exploratory innovations.

Tacit vs explicit knowledge as antecedents for organizational change

PurposeThe aim of this paper is to explore the dichotomous role of knowledge through an examination of tacit and explicit knowledge in organizational change contexts.Design/methodology/approachThe study's aim is achieved by an analytical review of the seminal and contemporary knowledge management literature.FindingsThe paper contributes to the current body of knowledge management literature by analyzing a wide range of key literature and presenting a contemporary overview that compares the role of tacit and explicit knowledge within organizational change contexts.Research limitations/implicationsThe findings contribute toward theoretical development in the knowledge management field by providing researchers with future research directions to build upon previous theoretical understandings and advance our collective knowledge of the research domain.Practical implicationsThe paper offers practical and pragmatic insights that will help firm managers to use tacit and/or explicit knowledge to manage organizational change.Originality/valueThis article presents an original comparative table that summarizes and compares the key understandings and insights from across the literature sources on a range of important aspects, and then presents implications for the two knowledge typologies. The paper also presents an original research framework containing a structured database of related calls for research by the latest academic publications. Furthermore, it provides specific and informed managerial recommendations for best practice in the integration of these knowledge typologies into organizational change management.

Knowledge Management Systems Analysis and Planning for Employees Recruitment and Training

The development of science in the era of globalization is happening so quickly. The ability of humans to develop a variety of science (knowledge) is getting better with the tacit and explicit knowledge. From this development both tacit and explicit knowledge can be combined and varied to a Knowledge Management System. PT SCF (Limited) Palembang branch is a company engaged in the field of inspection and certification services. The problem faced by this company is that the process and media for sharing and transferring knowledge between colleagues is still small and not yet entrenched. This condition makes the company less effective in terms of producing and disseminating knowledge to staff quickly and accurately. Documentation of daily activities and routines are not carried out in a planned and integrated manner. Each department carries out its own activities in its own way, for example storing documentation on a CD, as well as a piece of paper. So the authors are interested in analyzing and designing Web Knowledge Management System. The method used is the object analysis and design method. While the tools for modeling using Unified Modeling Language (UML). The results obtained are a prototype web Knowledge Management System (KMS) that can be a media of information and knowledge sharing related to employee acceptance and training

Knowledge risk management in aviation

Aviation is one of the most important domains nowadays from the perspective of the economy and security of a nation. When we talk about aviation, we can say that it is divided into two categories, civil aviation and military aviation. Though they share the same base characteristics, an aircraft departing from an airport and safely landing on another airport, they are parted by a lot of aspects. One of the common things that they share is the risk involved every time an aircraft is prepared for departing and the actual flight, until the safe landing at the designated airport. The two involve different risks that I will approach during the current article. When we narrow the discussion to risk, we can tell for sure that the risk involved in the Romanian Air Force is higher due to the specifics of the mission. The importance of knowledge in aviation is an aspect that involves all of our attention because we have to take into consideration both tacit and explicit knowledge. Knowledge risk management represents a gap in the aviation domain. Except for the explicit knowledge that is necessary to be assimilated in order to be able to play a part in aviation, tacit knowledge is an important part of this activity domain.