Engaging environments: tacit knowledge sharing on the shop floor

Nakano, Davi Noboru; Muniz, Jorge; Batista, Edgard Dias

doi:10.1108/13673271311315222

Cited by 76 publications

(79 citation statements)

References 40 publications

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“…In other occupational agreements, i.e. in engineering, and unskilled machine operations, knowledge processing is needed for an organisation to thrive, yet it is less likely to be recognised as a valuable source of knowledge (Nakano et al, 2013;Rechberg and Cacciolatti, 2013).…”

Section: The Conflict Of Knowledge Ownershipmentioning

confidence: 99%

Ethical issues in knowledge management: conflict of knowledge ownership

Rechberg

Syed

2013

Journal of Knowledge Management

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Purpose -This paper aims to review ethical issues inherent in the theorisation and practice of knowledge management (KM) with specific attention to the conflict of knowledge ownership between organisations and individual employees.Design/methodology/approach -Relevant literature was identified and reviewed via EPSCO host and ISIWeb.Findings -The paper notes that knowledge, although rooted in individuals, is often claimed or treated as owned by organisations, creating a conflict of knowledge ownership. The paper argues that such an approach to appropriation and management of knowledge leads to tension in knowledge processes between organisations and individuals, and also among individuals. This situation may, in turn, jeopardise individuals' knowledge processing behaviours, and pose difficulties to organisations in managing knowledge effectively. Research limitations/implications -Offers a number of potential research questions that may be turned into research hypotheses and assessed experimentally to refine and develop an ethical approach to KM.Practical implications -Highlights the need for a renewed moral contract between individuals and organisations, built on ethical constructs of trust, fairness, and justice, which may in turn lead to effective KM practices.Originality/value -Offers an original conceptual approach to understand and resolve the conflict of knowledge ownership between organizations and individuals.

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Section: The Conflict Of Knowledge Ownershipmentioning

confidence: 99%

Ethical issues in knowledge management: conflict of knowledge ownership

Rechberg

Syed

2013

Journal of Knowledge Management

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“…Generally, tacit knowledge is difficult to share because of its subjective and ambiguous character inherent to each employee as well as the difficulty of identification and articulation of this knowledge (McInerney & McInerney, 2006). Therefore, it is argued that experienced workers should work with novices (Fuller et al, 2005) for sharing their own tacit knowledge within an engaging organizational environment characterized by intensive communication, a strong sense of belongingness, and a social climate characterised by trust and openness (Bresnen et al, 2003;Nakano et al, 2013). Vergison (cited in Rajkumar, 2001, p. 4) identify two independent streams of knowledge management research in production contexts.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Under each of these three broad dimensions, there are different enabling factors to provide support and incentives among blue-collar workers in a production environment (Erden et al, 2008;Nakano et al, 2013). The factors identified in the literature that indicate the integration of production, knowledge and work dimensions and support knowledge conversion are summarized in Table 1 (see methodology to details of factors selection).…”

Section: Key Dimensions and Related Factors For Knowledge Sharing In mentioning

confidence: 99%

Knowledge sharing in the automotive sector: a comparative study of chinese and brazilian firms

Muniz

Hong

Oliveira

et al. 2019

Prod.

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Paper aims:This research aims to evaluate factors that influence knowledge sharing in automotive production context in Brazil and China.Originality: Despite the growing recognition of the factors that enable knowledge sharing in organizations, our understanding about the unique challenges encountered by the blue-collar workers in a production context is rather limited. Also, the paper raises issues and challenges involved for production organizations to engage in cross-national knowledge sharing, which remain relatively under-explored.Research method: Drawing on the Analytic Hierarchy Process (AHP) approach, we conduct a comparative survey among the production managers in five automotive plants in China and Brazil. The AHP approach is based on Objective: Promote knowledge sharing among production workers; Criteria of knowledge conversion as Socialization, Externalization, Internalization; and Alternatives as Structure, Communication, Training, Incentive, Standard Operating Procedure, Problem Solving Methodology. The methodology focused on the 3 Brazilian and 2 Chinese automotive plants in our fieldwork.Main findings: While many authors argue that socialization (dialogue) is the key form of worker knowledge sharing, our findings indicate that workers and managers perceive internalisation as more important in the automotive context. The significant differences between Chinese and Brazilian workers on the relative importance they attributed to knowledge sharing processes and corresponding enabling factors reinforce our understanding about the challenges of knowledge sharing across cultures and lends support to a more particularistic debate of knowledge management. While automotive workers in Brazil preferred to receive more training and better incentive schemes as essential knowledge sharing support mechanisms, Chinese workers valued more standardization through structure and standard operation procedures. The study reaffirms the role of knowledge sharing in continuous improvement and incremental innovation in shop floor operations. Implications for theory and practice:In lieu of the gaps in the extant literature, this research aims to further identify and evaluate factors that influence cross-national knowledge sharing in automotive production contexts. The research addressed the gaps to promote supportive ways to provide employees interaction, best practices and lessons learning sharing.

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“…Sharing of tacit knowledge is generally more di±cult, and research has emphasised the need for social interaction, openness and trust, and directionality of knowledge in order to facilitate tacit°ow (Jones and Mahon, 2012;Nakano et al, 2013;Erhardtet al, 2014). Research that accounts for organisational structures has generally examined enablers and barriers for knowledge sharing.…”

Section: Conceptual Backgroundmentioning

confidence: 99%

Knowledge Management Systems in Sports: The Role of Organisational Structure, Tacit and Explicit Knowledge

Erhardt

Martín-Ríos

2016

J. Info. Know. Mgmt.

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This paper aims to identify two di®erent knowledge management (KM) systems and their underlying capabilities by accounting for two contextual factors: organisational structures and type of knowledge. Speci¯cally, it seeks to explore how two di®erent organisational structures (mechanistic and organic) shape the way explicit and tacit knowledge is shared, created, and learned. The paper uses a casebased approach of two sports teams as archetypal contexts to inform management research. Findings suggest that a mechanistic structure (American football) emphasises explicit knowledge for sharing of speci¯c directives, centralised, incremental knowledge creation, and organisational learning through memorisation and repetitious actions. In an organic structure (ice hockey), sharing of tacit knowledge, decentralised novel knowledge creation, and organisational learning through empowered experiential learning episodes are emphasised. Findings illustrate the importance of accounting for organisational structures and knowledge needed for di®erent KM systems geared towards e±ciency and routine work, and°exibility and non-routine work.importance of accounting for contextual factors in order to understand how KM systems operate. Our focus here is on two contextual factors that impinge on KM systems and their KM capabilities: the structure of the organisation and primary knowledge that underlies organisational activities.

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Engaging environments: tacit knowledge sharing on the shop floor

Cited by 76 publications

References 40 publications

Ethical issues in knowledge management: conflict of knowledge ownership

Ethical issues in knowledge management: conflict of knowledge ownership

Knowledge sharing in the automotive sector: a comparative study of chinese and brazilian firms

Knowledge Management Systems in Sports: The Role of Organisational Structure, Tacit and Explicit Knowledge

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