PurposeThis research identifies the forms of tacit knowledge frequently requested in the job descriptions of knowledge workers in a multinational automotive manufacturer's product development department. It then explores how and why the most requested forms of tacit knowledge are used in practice to achieve organizational goals.Design/methodology/approachThis study follows a sequential mixed-methods approach to quantify the most frequently requested forms of tacit knowledge within internal job descriptions and then explores how and why this tacit knowledge is used. The first stage applies manifest content analysis to internal job descriptions to highlight the epitomes of tacit knowledge to identify the most frequently requested forms of tacit knowledge. The second stage employs semi-structured interviews to explore the use of the most frequently requested forms of tacit knowledge in practice.FindingsThe research indicated that the organization most frequently requested tacit knowledge in the form of skills and experience in the job descriptions of knowledge workers in the product development department. When the use and application of tacit knowledge in the form of skills were further explored in practice, it was found that tacit knowledge-based socially-focused skills were used, which was underpinned by the need to bring people together and align them towards a common goal to make things work; by enabling people to work together as a team; by developing and using networks; and acting as a required resource to support the development and integration in product development. Tacit knowledge in the form of experience was applied through the application of personally obtained experience to enhance development work by acting as a pacemaker for increasing efficiency and a sense of upcoming issues.Originality/valueThis work addresses the paucity of studies identifying tacit knowledge in large organizations and meets calls to investigate the processes and activities related to tacit knowledge in specific contexts.

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Dr Vessela Warren holds a BSc in Economics from the University of Bologna, MBA from the University of West England and DBA from the University of Gloucestershire. She is a Senior Lecturer at the University of Worcester. Previously she was a research associate with the University of Gloucestershire. Before entering the academia, Vessela held senior management positions in international businesses in the field of engineering and hydropower plant construction. Her latest knowledge transfer projects involved the implementation of innovation processes, development and launching of new offerings in SMEs. Vessela's specialisation is in strategic innovation management, business process re-engineering and service innovation.Robin Bell, PhD is a Senior Lecturer at the Worcester Business School. He led the development of the School's first online undergraduate and graduate programs. Previously, he spent four years as the Business School's Director of International Partnerships and was responsible for collaboration with partners and supporting inbound and outbound student and staff mobility to achieve the school's internationalization agenda. He is also an Associate Professor at Beijing Foreign Studies University, teaching entrepreneurship and innovation. As well as being an academic, he is an entrepreneur and has acted as a consultant for the development of numerous entrepreneurship programs across China.

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