Group-Tacit Knowledge and Organisational Effectiveness: Analysis of Effects Using a Mixed Method Approach

Abstract

and being under the tutelage of experts. This implies that group-tacit knowledge reflects in the experiences shared on the job and the expertise that arises by reason of learning subtle skills and know-hows that are not common to most members of a profession and, indeed, the organisation.According to Li, Chang, Chen and Jiang (2010) grouptacit knowledge has the advantage of enhancing the effectiveness of organisational members' ability to forecast events relating to their operations. This is because, leveraging on experience and leveraging on collective knowledge sharing they are able to predict future events and thus, ensure effective strategic planning. This view therefore, emphasizes the fact that organisational effectiveness basically resides Abstract. Considering that most part of organisational operations depend on group effectiveness, yet there is scarcely any empirical study on the interactions between group-tacit knowledge and organisational effectiveness. In order to overcome this gap, this study involves a survey of 230 managers and other administrative & technical employees of the four major firm in the Global System for Mobile Communication (GSM) sub-market of Nigeria's telecommunications industry. Data was gathered using a mixed method research approach. Correlation, Regression, Analysis of Variance (ANOVA) statistics and thematic analysis was carried out as means of testing the hypothesis for this research study. The findings showed that firms need to focus keenly on ideas of employees that are shared during conferences, team leaders' mentoring role, collective reasoning over task and constantly hold strategic meetings that probe into developments arising in each functional unit of the organisation. These factors are shown to have a strong influence on organisational effectiveness.

Labour productivity in agricultural sector of Sub-Sahara Africa (2010–2017)

“…The results from these various analysis, largely explain the reasons for the growing level of poverty and shortage in food supply in SSA countries. Generally, agricultural labour is considered to be pivotal to the success of any production unit, both at the micro- and macro-level of analysis (Nolte and Ostermeier, 2017; Ibidunni et al , 2018). It therefore, holds that for agricultural production to yield more significant outcomes, based on this present study, government in the SSA region must pay attention to efficient and effective utilisation of labour employment in the agricultural sector of the respective economies.…”

Exploring knowledge dimensions for improving performance in organizations

“…Using a qualitative means of data gathering and thematic analysis, the study revealed that organizational knowledge dimensions such as individual-tacit, individual-explicit, group-tacit and group-explicit knowledge are essential to achieving organizational objectives and higher levels of performance. The possible reason for these findings could be that the firm largely promotes a collective use of knowledge more, or rather, than individualism (Ibidunni et al, 2018c). This is such that, in using knowledge to resolve customer complaints, especially those that are beyond the coverage of the firm's online knowledge base, employees would rather seek collective solutions than attempt to individually seek out a means to the customers' queries (Fei et al, 2009;Huang, 2014;Ibidunni et al, 2018a).…”

“…Group-tacit knowledge is the mutually upheld organizational image, norms and cultural patterns that direct how work is done (Fei et al, 2009). It is significant for sustaining organizational competitiveness and ensuring the sustainability of such positions by combining the tacit reasoning of organizational members in work tasks (Erden et al, 2008;Swart and Pye, 2003;Ibidunni et al, 2018c).…”

Knowledge and performance in an emerging telecommunication industry: The moderating role of organisational orientation

“…However, and very surprisingly, work experience did not show any direct relationship with customer satisfaction. Therefore, employees' position in the organisation and its influence on customer satisfaction will result from the direct relationships that customer care representative of the telecommunication organisations have with their customers (Ibidunni, Olokundun, Motilewa, Atolagbe, & Osibanjo, ; Tsoukas & Vladimirou, ). The direct effect of firm size on customer satisfaction and organisational effectiveness was also statistically significant.…”