EAPs in the 1990s

EdD, Catherine K. Kikoski; Kikoski, John F.

doi:10.1300/j022v09n02_01

Cited by 5 publications

(5 citation statements)

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“…Therefore, although the retrieval of expert tacit knowledge is considered quite difficult, knowledge management strategies must take both perspectives into consideration (Goh, 2002). Studies suggest that retrieving, codifying, and transferring tacit knowledge is well worth the effort (Kikoski and Kikoski, 2004). Among other things, it provides significant cost savings to organizations through improved know‐how and increased innovation (Paik and Choi, 2005; Seidler‐de Alwis and Hartmann, 2008).…”

Section: Literature Reviewmentioning

confidence: 99%

Managing organizational memory with intergenerational knowledge transfer

Harvey

2012

Journal of Knowledge Management

108

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PurposeThe purpose of this paper is to provide the systematic analysis of an innovative, intergenerational knowledge transfer strategy in a knowledge‐intensive organization.Design/methodology/approachThe case study method was adopted to study the intergenerational knowledge transfer activities. A triangulated approach was employed in respect of the data collection, which included non‐participatory observation, focus groups, documentary analysis, and semi‐structured interviews. A pattern analysis of data account was undertaken.FindingsTwo models for intergenerational knowledge transfer are presented: the source‐recipient model and the model of mutual exchange. This research also shows how a context conducive to knowledge transfer was developed, and concludes that this context allowed both explicit and tacit knowledge to be transferred.Research limitations/implicationsOften ignored or underestimated this study highlights the need for motivation, inspiration, and empowerment in knowledge transfer. The main limitation of this study is the generalizability of the findings.Practical implicationsThe two models for intergenerational knowledge transfer provide a rubric against which both old and new intergenerational knowledge transfer initiatives can be assessed to determine whether they are capable of encouraging the transfer of both explicit and tacit knowledge.Originality/valueThere is little empirical work on the design and implementation of strategies for managing organizational memory. The integrated models and empirical results of this study can serve as guides in that process.

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Section: Literature Reviewmentioning

confidence: 99%

Managing organizational memory with intergenerational knowledge transfer

Harvey

2012

Journal of Knowledge Management

108

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“…Polanyi (1969) defines tacit knowledge and believes that the essence of tacit knowledge is in the phrase “we know more than we can tell”. However, Kikoski and Kikoski (2004) define tacit knowledge as personal knowledge that each individual possesses that is unique and that, once unlocked, can be a creative contribution to an organisation. “What is unsaid and unexpressed could be the reservoirs of tacit knowledge” (Kikoski and Kikoski, 2004, p. 66).…”

Section: Conceptualisation and Literaturementioning

confidence: 99%

“…However, Kikoski and Kikoski (2004) define tacit knowledge as personal knowledge that each individual possesses that is unique and that, once unlocked, can be a creative contribution to an organisation. “What is unsaid and unexpressed could be the reservoirs of tacit knowledge” (Kikoski and Kikoski, 2004, p. 66). Consistent with Kikoski and Kikoski’s (2004) conceptualisation of tacit knowledge in an individual, this study focuses on employees’ perspectives and their tacit and unknown knowledge as personal knowledge to identify and investigate the factors that shape performance-driven culture.…”

Section: Conceptualisation and Literaturementioning

confidence: 99%

“…“What is unsaid and unexpressed could be the reservoirs of tacit knowledge” (Kikoski and Kikoski, 2004, p. 66). Consistent with Kikoski and Kikoski’s (2004) conceptualisation of tacit knowledge in an individual, this study focuses on employees’ perspectives and their tacit and unknown knowledge as personal knowledge to identify and investigate the factors that shape performance-driven culture. Tacit knowledge can be related to interpersonal, practical know-how demonstrated in cultural-organisational facets of performance.…”

Section: Conceptualisation and Literaturementioning

confidence: 99%

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Unleashing employees’ tacit knowledge toward performance-driven culture in a Saudi Arabian organisation

Mohiya

2022

JKM

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Purpose Performance-driven culture has received extensive attention from both academics and practitioners because of its impact on organisations’ performance. Employees’ tacit knowledge about performance-driven culture is pivotal to identify, as it contributes to increasing the organisation’s performance. With the aim of enriching ongoing debate in human resources and knowledge management research, this paper proposes a conceptual model for emancipating and investigating the main factors of employees’ tacit knowledge that shape and affect performance-driven culture of a Saudi Arabian organisation. Design/methodology/approach The validity of the conceptual model is examined through a qualitative study developed using a thematic analysis of 134 employees’ unbridged computerised typewritten comments about organisation’s performance-driven culture. Findings Findings confirm the utility of conceptual models in explaining and categorising employees’ emancipated tacit knowledge, providing a potential contribution to academics and practitioners interested in developing managerial processes for improving organisation’s performance-driven culture. Originality/value Both the conceptual reflections and empirical-based evidence herein enrich ongoing debate in the area of human resources and knowledge management about employees’ tacit knowledge and performance-driven culture.

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“…Organizations are driven to meet global demands entailing conducting business, meeting customers needs at a rapid pace, and producing goods with fewer resources (Bertels and Savage, 1998). Kikoski and Kikoski (2004) have stated that organizations who "thrive in this 21st century may not be those that just learn, but those that inquire to create new knowledge in servicewhich, for their competitor, may still be to adapt so that new service is created more remain ahead of competitors.…”

Section: Introductionmentioning

confidence: 99%

Determinants of Service Behavior of Customer Contact Personnel in Local Authority

Adhikari¹

2022

KIC Int. J. Soc. Sci. Mgt.

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Determinants of service behavior of customer contact personnel are essential issues in the service or public organization. This research investigates 396 frontline employees of five local authorities in Kathmandu Valley. The researcher examines the relationships among service behavior, role stress, organizational commitment, customer orientation, and job satisfaction. The factors that influence the service behavior of CCP in the local authority are discussed in depth. The study’s significant findings demonstrated an overall strong association of the set of independent variables with the dependent variable, service behavior. These four factors have positively influenced the service behavior of CCP of a local authority in Kathmandu Valley.

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EAPs in the 1990s

Cited by 5 publications

References 0 publications

Managing organizational memory with intergenerational knowledge transfer

Managing organizational memory with intergenerational knowledge transfer

Unleashing employees’ tacit knowledge toward performance-driven culture in a Saudi Arabian organisation

Determinants of Service Behavior of Customer Contact Personnel in Local Authority

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