Sharing Tacit Knowledge: A Case Study in the Australian Film Industry

Abstract

This paper explores tacit knowledge sharing. This case demonstrates the significance of knowledge sharing to organizational performance, by exploring the contribution of tacit knowledge sharing to the success of projects in the Australian Film Industry (AFI). The differences between knowledge sharing, collaboration and communication, and their interrelations are addressed. We also explore the concepts of knowledge, information, and data. In the interchanges reported here the knowledge shared is almost entirely tacit, and the "raw" data and information do not exist without the context that makes them knowledge. The paper includes the identification of many factors affecting knowledge sharing, not all of which have been identified by previous researchers. This research contributes to a better understanding of tacit knowledge and how that knowledge is shared. This in turn contributes to a better understanding of how knowledge management can be supported in a modern organization, where often the technology is used in ways not well understood by system managers and software developers. A better understanding can lead to better ICT design and support of knowledge sharing both within and across organizations. AbstractThis paper explores tacit knowledge sharing. This case demonstrates the significance of knowledge sharing to organizational performance, by exploring the contribution of tacit knowledge sharing to the success of projects in the Australian Film Industry (AFI). The differences between knowledge sharing, collaboration and communication, and their interrelations are addressed. We also explore the concepts of knowledge, information, and data. In the interchanges reported here the knowledge shared is almost entirely tacit, and the "raw" data and information do not exist without the context that makes them knowledge. The paper includes the identification of many factors affecting knowledge sharing, not all of which have been identified by previous researchers. This research contributes to a better understanding of tacit knowledge and how that knowledge is shared. This in turn contributes to a better understanding of how knowledge management can be supported in a modern organization, where often the technology is used in ways not well understood by system managers and software developers. A better understanding can lead to better ICT design and support of knowledge sharing both within and across organizations.

Generative Knowledge Interviewing: A method for knowledge transfer and talent management at the University of Michigan

“…Most case studies focus on information systems, and how to use technology for limited transfer activities ( Stenmark, 2000 ). Although some studies refer to other disciplines, such as law or fi lm ( Sternberg and Horvath, 1999 ;Alony et al , 2007 ), these are rare. Various studies have shown in order to manage tacit knowledge, leaders need to enable knowledge sharing by fostering good relations, conversations, and the ' free-fl ow ' of ideas and questions ( Von Krogh et al , 2000 ).…”

Guiding the Use of Grounded Theory in Doctoral Studies – An Example from the Australian Film Industry

“…In addition, the results showed that individual motivation has the potential to override the influence of all other factors and to support a successful knowledge sharing process. The full results of this project can be found in Alony et al (2007). The aim of this paper is to provide the reader with an understanding of how to use Grounded Theory for such research.…”

“…This industry shares many of the characteristics of project teams on one hand (Bechky, 2000;Boh, 2007) and, on the other hand, presents fascinating successful project completions under strict limitations of resources (Alony, Whymark, & Jones, 2007;Jones, Kriflik, & Zanko, 2005). Understanding the enablers facilitating effective knowledge sharing in the AFI offers important lessons to other project environments that also rely on effective knowledge sharing for project success (Ajmal & Koskinen, 2008;Davies & Brady, 2000).…”

“…The actual study which looks at knowledge sharing in the Australian Film Industry, and its results, will be used here in a capacity limited to practical illustration. For a full discussion of the findings of this research please see Alony et al (2007). This paper proceeds as follows.…”

Tacit Knowledge Management and Its Philosophical Analysis

“…The daily interchanges is almost entirely tacit, and the "raw" data and information do not exist without the context engendering knowledge. [6] Robert Sternberg illustrated the relation between tacit knowledge and human's thinking and psychological process. He held that tacit knowledge is activityoriented and procedural, therefore its acquisition needs no help from others, and it encourages one to realize his personal life value.…”