Implicit Bias and Cultural Competence: A Framework for Enhancing Tacit Knowledge Transfer

A competência cultural se refere à capacidade de se comunicar e interagir com pessoas de diferentes culturas, ao mesmo tempo que reconhece a existência de preconceitos implícitos. O preconceito implícito sugere que os estereótipos e julgamentos preconcebidos podem afetar o julgamento de alguém e podem levar a ações não intencionais. Os eventos recentes que se seguiram à morte de George Floyd geraram protestos em todo o mundo em apoio ao movimento Black Lives Matters e à justiça social. Os eventos destacaram a necessidade de reexaminar as práticas atuais de policiamento e enfocar as questões sociais e culturais que afetam o policiamento. O trabalho policial é complexo e às vezes exige que os policiais tomem ações rápidas e tomem decisões em frações de segundo, especialmente ao lidar com situações traumáticas, como apreender criminosos, proteger cenas de crime, preservar evidências, ajudar nas investigações e fazer testes em tribunais. Às vezes, essas tarefas são percebidas negativamente pelo público como resultado de incidentes violentos e encontros adversos com policiais. O trabalho de policiamento requer indivíduos altamente treinados com um espectro de habilidades, conhecimentos e competências. Neste artigo, examinamos algumas das questões culturais e estruturais relativas ao trabalho policial e propomos uma estrutura conceitual que pode servir como um preditor para melhorar a competência cultural e a mudança comportamental.

The Influence Mechanism of Knowledge-Based Professionals’ Core Value Identity on Creativity From the Perspective of the Knowledge Economy

In the era of the knowledge economy, tacit knowledge transfer is a key strategy for developing personal creativity, but it also is affected by core value agreement. Knowledge-based professionals have innate sensitivity with core value agreement. In the knowledge capital development system, tacit knowledge transfer is a key strategy to be discovered. This research investigates the core value identity mechanism of knowledge professionals from the perspective of the knowledge economy. The results revealed the intrinsic relationship between core values identity, tacit knowledge transferring, and personal creativity based on knowledge-based professionals’ data and employing core values identity, tacit knowledge transferring, and personal creativity based on knowledge-based professionals’ data and structural equation modeling. The results also represent the incentive path of tacit knowledge transferring in personal creativity under the core value agreement condition, which may provide a theoretical inspiration to foster knowledge-based talent creativity.

The death of distance, revisited: disseminative capacity and knowledge transfer

Purpose The purpose of this paper is to assess how the transfer of explicit and tacit knowledge is affected by the knowledge disseminative capacity of a foreign parent firm, with an emphasis on the moderating role of psychic distance, by developing and testing a theoretical model of international joint venture (IJV) learning. Design/methodology/approach The author tested the hypotheses with survey data collected from 199 IJVs in South Korea, estimating a structural equation model using AMOS 23.0. Findings The authors found that the capacity of the foreign parent to disseminate knowledge to the IJV has a greater impact on explicit knowledge transfer than tacit knowledge transfer. He also found that the relationship between disseminative capacity and explicit knowledge transfer is significantly moderated by psychic distance, but the relationship between disseminative capacity and tacit knowledge transfer is not. Originality/value The results are critical for IJVs and parent firms seeking to improve knowledge transfer, as they establish the importance of parent firms’ disseminative capacities and the moderating role of psychic distance in the process of both tacit and explicit knowledge transfer. This research addresses the research gap regarding disseminative capacity by providing empirical evidence.

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

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