Kommunikation und Nachhaltigkeit im Innovationsmanagement von Unternehmen

Nelke, Astrid

doi:10.1007/978-3-658-14580-4

Cited by 16 publications

(1 citation statement)

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“…Employees can learn from their failures and can avoid letting them happen again. So, mistakes don't have to be made twice [5]. One of the most important success factors in sharing experiences between projects is the dependence of a working error culture [6].…”

Section: Tacit Knowledge In Learning Organizationsmentioning

confidence: 99%

Evaluation of Self-Reflection Training to Uncover Tacit Knowledge in a Learning Organization

Hasenstab

Pietzonka

2019

AIS-TES

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By working in different projects and different teams over years, employees acquire tacit knowledge unconsciously. It is represented through experiences and is intangible. This knowledge is embodied in our routines. Therefore, it is difficult to verbalize tacit knowledge. This paper introduces a practical approach for companies to use their tacit knowledge in order to become a learning organization. The results of a semi-standardized face-to-face-interview survey with participants (n=10) show to what extent a self-reflection can contribute to uncover and share tacit knowledge in an IT-organization. The answers of the participants were recorded, utilized, coded and analyzed qualitatively. The results show that the intervention can encourage the process of uncovering tacit knowledge. It is possible for the employees to see the past project problems from different perspectives via self-reflection. Thereby they are able to uncover the tacit dimension of their experience and gain new insights.

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Section: Tacit Knowledge In Learning Organizationsmentioning

confidence: 99%