Sharing of tacit knowledge in volunteer Portuguese firefighters – paths to diagnosis

Abstract

Purpose Focusing on the study of tacit knowledge sharing in nonprofit organizations (NPOs) in Portugal and taking as a case study the Portuguese voluntary firefighters, this study aims to identify the most relevant factors for sharing tacit knowledge and identify the types of barriers most prevalent to such sharing in these organizations. Design/methodology/approach A literature review on tacit knowledge sharing allowed the identification of indicators and barriers to the sharing of this knowledge. This was followed by a mixed methodology that combines qualitative and quantitative techniques through questionnaires and interviews, whose treatment allowed to determine the indicators that influence each of these factors and which types of barriers. Findings Three factors have been identified that lead to the sharing of tacit knowledge within these organizations: organizational culture, individual characteristics and organizational structure. Four typologies of barriers were identified: communicational, technological, personal and resource or infrastructure. Research limitations/implications The present research focuses exclusively on the sharing of tacit knowledge, not considering other forms of knowledge. As a case study, although with heterogeneous organizations, the same cannot be replicated to different realities. Practical implications The investigation of the main factors and the main types of barriers that arise to the sharing of tacit knowledge in these organizations may serve as a basis for the creation of diagnostic and intervention tools. Originality/value Studies in this area targeting NPOs are scarce, as opposed to what is happening in the private and public sectors. The option of a case study of organizations such as the Portuguese fire brigades, unique in their action and identity, accompanies the need increasingly recognized by society, in enabling these organizations of competencies for the best possible performance, in the face of tragic events that have occurred in recent years in Portugal.

The role of knowledge management in driving academic advancement: empirical examination from the lens of the social cognitive theory

“…Knowledge refers to the concepts, skills, experiences and visions that can be categorized into tacit and explicit, providing a framework for creating, evaluating and applying the information (Soltani and Navimipour, 2016; Hubert, 1996). Moreover, sharing tacit knowledge often faces many challenges (Oliveira and Pinheiro, 2022).…”

“…Therefore, institutions should properly promote knowledge sharing among stakeholders for the stated purposes. In this respect, at the organizational level, the involved institutions should pay attention to cultural factors because they significantly affect the knowledge sharing behavior of members (Oliveira and Pinheiro, 2022).…”

Knowledge management and innovative behavior: police reform efforts in Puerto Rico

“…Tacit knowledge refers to the type of knowledge that is difficult to formalize, apply and communicate, as it is based on mental models and beliefs, where it can be observed according to the organizational context (Oliveira and Pinheiro, 2021; Sol-Pereira, 2020). On the other hand, explicit knowledge can be easily transmitted from one individual to another and can be easily understood through documented information, as that information is direct and does not leave room for interpretations (Rodríguez Ibarra, 2019).…”