Emerging and capturing tacit knowledge: a methodology for a bounded environment

Abstract

Purpose-This paper aims to report on an empirical case study, (single case multi-site) employing both a ''hard'' and ''soft'' method. The tangible, visible component of the study was the production of a database whose fields were to be the source of tacit knowledge emergence. Design/methodology/approach-The proposition was that the possibility for the capture of tacit knowledge was subject to four conditions. The first was the need for a teleological motive and purpose. The second was a bounded environment expressed in this case in terms of the published corporate goals and key business drivers. The third was the production of a controlled vocabulary that made sense to both the respondents in the context of the true nature of the business activity. The fourth and most important condition was the interactive and iterative process that allowed those involved to own the tacit knowledge emerging process. Findings-Results supported the idea that under bounded conditions, a shared sense of purpose and an iterative process where ownership was possible, tacit knowledge could be captured. In the bounded environment tacit knowledge was found to be not haphazard, confirming its ''end purpose'' for being. Practical implications-The findings of the research have practical application for organisations wishing to capture the tacit knowledge of their knowledge workers and describes a methodology for emerging and capturing it. Originality/value-Is of value in presenting a method for emerging tacit knowledge in-play in a bounded environment.

Transformation towards smart factory system: Examining new job profiles and competencies

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How to Improve Information and Knowledge Quality for Business Benefits

“…It is confirmed that databases are an appropriate vehicle for making tacit knowledge explicit [21]. This enables production employees to retrieve pieces of knowledge and rate it accordingly.…”

The tacit mystery: reconciling different approaches to tacit knowledge

“…394-398). Some authors focus mainly on the emergence and capture or retention of tacit knowledge (Boiral, 2002;Swart & Powell, 2006;Janson & McQueen, 2007;Mulder & Whiteley, 2007). Other studies have analysed the role of tacit knowledge in the context of knowledge management strategy (Choi & Lee, 2003;Keskin, 2005).…”