2021
DOI: 10.1108/tlo-03-2021-0035
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Eliciting tacit knowledge in professions based on interpersonal interactions

Abstract: Purpose The notion of tacit knowledge is mostly discussed with regard to experts’ knowledge (Sternberg et al., 1995). It is less discussed in the context of interpersonal interactions, which are very common in organizations and in certain occupations (e.g. negotiations and therapy). The limited reference to this aspect is due to the lack of appropriate methodologies. This study aims to deal with this lacuna; specifically, how to elicit tacit knowledge in professions based on interpersonal interactions. Desig… Show more

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Cited by 7 publications
(2 citation statements)
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References 33 publications
(47 reference statements)
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“…Obtained evidence on MIC's strong effect on LOC in SMEs in a transitional economy expands the knowledge of the manager's role in facilitating employees' learning, the scarcity of which is highlighted by Coetzer et al (2019). These results are in line with the viewpoints of a number of scholars, such as Argyris and Schön (1974), Edmonson and Moingeon (1998), Marsick (2013), Örtenblad (2018), Asher and Popper (2021). They argue that MIC, on one hand, can represent major constraints and, on the other, can provide a significant boost to learning emergence, knowledge sharing and finally to the development of a learning organization.…”
Section: Subsupporting
confidence: 73%
See 1 more Smart Citation
“…Obtained evidence on MIC's strong effect on LOC in SMEs in a transitional economy expands the knowledge of the manager's role in facilitating employees' learning, the scarcity of which is highlighted by Coetzer et al (2019). These results are in line with the viewpoints of a number of scholars, such as Argyris and Schön (1974), Edmonson and Moingeon (1998), Marsick (2013), Örtenblad (2018), Asher and Popper (2021). They argue that MIC, on one hand, can represent major constraints and, on the other, can provide a significant boost to learning emergence, knowledge sharing and finally to the development of a learning organization.…”
Section: Subsupporting
confidence: 73%
“…Coetzer et al (2019, p. 421) emphasize that a scarce, but growing body of literature on the manager's role in facilitating employees' learning (Döös et al, 2015;Ellström 2012;Hughes 2004;Wallo 2017) suggests that managers can have a significant impact on learning in the workplace through developmental interventions such as coaching (Beattie et al, 2014) and through creating conditions in the work environment that are conducive to learning (Ellinger, 2005). With that in mind, a number of authors (Argyris & Schön, 1974;Edmonson & Moingeon, 1998;Riege, 2005;Song et al, 2009;Crousea et al, 2011;Marsick, 2013;Froehlich et al, 2014;Santa & Nurcan, 2016;Örtenblad, 2018;Asher & Popper, 2021) argue that the interpersonal communication and interpersonal competencies of employees and managers can represent major constraints to learning emergence and knowledge sharing or, on the other hand, can provide significant boosts to the development of organizational learning and finally to the development of a learning organization. Although presumably affecting their closer work environment, broader organizational settings and dynamics, overall managerial effectiveness, and ultimately organizational performance (Dulewicz & Higgs, 2004;Chong, 2013;Pichler et al, 2014;Wang et al, 2022), the effects of MIC on various organizational phenomena, including LOC, are still unclear and demand additional in-depth research.…”
Section: Introductionmentioning
confidence: 99%