Purpose -Tacit knowledge is often difficult to define, given its inexpressible characteristics. Literature review highlights the impact of tacit knowledge on certain knowledge management topics and these include organizational learning, intellectual capital, knowledge management strategy and so forth, but some research gaps remain. The paper aims to propose directions for future research in this domain of discourse.Design/methodology/approach -A review of existing studies highlights some gaps in the literature on the role of tacit knowledge, which is followed by questions for future research.Findings -Given the richness of tacit knowledge discourse, the authors believe that the proposed questions offer avenues for scholars to explore and develop greater understanding of the role of tacit know-how in certain knowledge management topics.Research limitations/implications -The authors acknowledge that there are certain limitations to this paper, namely, focusing on the review of tacit knowledge and not on other forms of knowledge. The review presents the role of tacit knowledge and its use in the context of knowledge management related topics. Finally this study proposes only future research directions that are far from being exhaustive, rather than presenting field study results.Originality/value -This paper reviews the existing literature on how tacit knowledge is perceived and used in certain knowledge management areas. Reviewing the current literature uncovers a number of gaps regarding the role of tacit knowledge.

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PurposeKnowledge management (KM) has become a key driver of organisational performance. The existing literature suggests that many organisations fail in their attempts to align their KM strategies with knowledge processes within their organisation. Based on the management literature on alignment, there is a gap in the understanding of how an organisation's KM strategy and KM processes in workgroups can be aligned. The purpose of this paper is to illustrate that alignment in terms of KM is important and underpins the improvement of KM processes in organisations.Design/methodology/approachA qualitative case study research approach was used to examine alignment between strategy and processes of knowledge in organisations. In total, three case organisations representing different industry sectors were chosen to examine how organisations align their KM strategies with workgroup knowledge processes.FindingsThis study proposes a Strategic‐Workgroup Alignment Framework that explains the key alignment enablers and different alignment approaches required to align KM strategy with workgroup KM processes in organisations.Research limitations/implicationsThe authors acknowledge the limitations of this paper. Although the proposed framework provides valuable insights with respect to different alignment approaches, it does not specify how each alignment approach can be assessed in terms of effectiveness and efficiency. As part of the alignment approaches, this study's focus was between strategy and processes of knowledge: further research could bring to light new alignment options of knowledge and the associated implications.Originality/valueThis study illustrates that organisations can improve the management of knowledge through alignment between KM strategies and KM processes. Such an improvement is also possible in the absence of a KM strategy emphasis, where alignment would require a deeper examination of workgroup knowledge processes. This study also identifies specific alignment enablers to align KM strategy and KM processes.

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Modern corporations face enormous digital transformation challenges in order to incorporate digital content into its corporate memory. At the same time over the last decade and a half, there is growing evidence of the advent of different types of mechanisms to manage digital organizational content. The management of digital content is particularly important to support knowledge worker practices to access, share, and reuse content in knowledge intensive organizations. Despite the availability of technological solutions in the marketplace to integrate content, managers are often overwhelmed by the choices they need to make to effectively manage digital content in their organizations. Extant literature indicates that in an increasingly digitized world, there is no clear understanding of the digital content considerations for informed decision making in organizations. Based on our research experiences in knowledge management, particularly knowledge codification in digital infrastructures, we provide certain perspectives on the four considerations for effective management of digital content in large organizations. We present four short exhibits to illustrate these four core considerations, which we label as the "4Cs" (i.e., content contribution, categorization, control, and centralization) for effective digital content management in large organizations.