Social capital, behavioural control, and tacit knowledge sharing—A multi-informant design

Yang, Shu‐Chen; Farn, Cheng-Kiang

doi:10.1016/j.ijinfomgt.2008.09.002

Cited by 184 publications

(158 citation statements)

References 54 publications

Supporting

Mentioning

135

Contrasting

Unclassified

Order By: Relevance

“…The difficulty of diffusion of tacit knowledge through modern IT has been addressed and recognized by different authors (HaldinHerrgard, 2000, Nonaka andTakeuchi, 1995). For instance Yang (2009) argues that modern IT can provide many possibilities to diffuse explicit knowledge but tacitness is hard to diffuse technologically. IS and KM approaches suggest that in order for tacit knowledge to be transferred it needs to be codified first.…”

Section: It Implications To Tacit Learningmentioning

confidence: 99%

Working with tacit knowledge: An empirical investigation in glass blowing tradition in Sweden

Kurti¹

2012

PsycEXTRA Dataset

View full text Add to dashboard Cite

Tacit knowledge is argued to be a crucial resource to organizations' competitive advantage. The majority of research on tacit knowledge is oriented towards the conversion of tacit knowledge into explicit knowledge, thus assuming that all knowledge can be made explicit and captured in formal ways. These approaches overlook the intangible nature of tacit knowledge by overestimating that explicit knowledge. This study takes a human centered approach with the aim to examine the factors that are necessary for an environment that works with tacit knowledge. A theoretical framework derived from the literature review and served as guidance for the data collection and analysis. Hermeneutics is the underlying philosophy that guides this study. The study is qualitative study conducted in the glass blowing in Sweden, respectively in two sites Pukeberg and Transjö Hytta. Participants of the study were masters and apprentices from these two settings. Data collection methods included literature studies, documents, participant observation, informal interviews and semi-structured interviews.Results from the analysis show the significance of several social factors that need to be present in an environment that involves tacit knowledge. These factors appeared to be related to each other. Data analysis indicated that not all factors are equally important, thus they have been classified into primary and secondary factors. III Executive summaryIn the knowledge-driven society, tacit knowledge is argued to have become the primary resource for sustainable competitive advantage for organizations. The intangible nature that characterizes tacit knowledge is argued to provide organizations with unique market positions. Despite its importance, tacit knowledge has often been an ambiguous notion and often attributed as the opposite of the explicit knowledge. The majority of approaches focus towards the codification of tacit knowledge and ways of storing it into different Information Technology systems. These approaches treat knowledge as an object that can be detached from the humans, stored, transferred and shared.This study has taken a human centred approach aiming to identify the necessary factors that enable effective working with tacit knowledge. The study is conducted in the glass blowing tradition in Sweden, respectively in two glass blowing facilities. The rationale on focusing the study in this tradition relies on the fact that this tradition has preserved the traditional master/apprentice relation. Data is collected from both settings through literature studies, documents, participant observations, informal interviews and semi-structured interviews.Results from the data analysis show the significance of several social factors that need to be present in an environment that involves tacit knowledge. These factors appeared to be related to each other, some contributing to the others. Data analysis indicated that not all factors are equally important. Thus they have been classified into primary and secondary factors. Data collect...

show abstract

Section: It Implications To Tacit Learningmentioning

confidence: 99%

Working with tacit knowledge: An empirical investigation in glass blowing tradition in Sweden

Kurti¹

2012

PsycEXTRA Dataset

View full text Add to dashboard Cite

show abstract

“…Furthermore, the concept of social capital has been an area of focus in academic seeking to explain organizational network relationships, knowledge management activities, the creation of organizational knowledge and sharing (Chang & Chuang, 2011;Chow & Chan, 2008;Hau et al, 2013;Yang & Farn, 2009), individual/ organizational creativity (Liu, 2013, organizational innovativeness (Turgut, 2013), organizational performance improvement (Lawson et al, 2008), corporate ethics (Ayios et al, 2010), and both individual and career outcomes (Zhang, Liu, Loi, Lau, & Ngo, 2010). Other researchers have also investigated the relation of social capital with innovation (Fountain, 1998;Maskell 2000), workplace discrimination (Gray, Kurihara, Hommen, & Feldman, 2007), organizational learning (Fisher & White, 2000), and employee turnover rates (Shaw, Duffy, Johnson, & Lockhart, 2005).…”

Section: Social Capital Of Organizationsmentioning

confidence: 99%

The Impact Employees’ Perceived Business Ethics and Ethical Climate on Organizational Social Capital

Güçel¹,

Taştan²

2017

TJBE

View full text Add to dashboard Cite

“…Human behavior or deed is a social influence to implement or not to implement (Kuo & Young, 2008;Parent et al, 2007), however, approaches towards knowledge transfer reflect individual readiness to implement an act or conduct. Organizational attitude or approach obviously influences the transfer of knowledge Yang & Farn, 2009). Koballa (1988) and Ajzen (2001) argues in their theories that attitude and idiosyncratic customs are determinant of individual purpose to implement an act.…”

Section: Hypothesis Developmentmentioning

confidence: 99%

Influence of Organizational Leadership on Knowledge Transfer in Construction

Idris¹,

Ali²,

Godwin³

2015

ASS

View full text Add to dashboard Cite

Organizations are becoming more cognizant that transferring the supremacy of knowledge in business is precarious to attaining reasonable modifications. This research investigates the significant role of organizational leadership on knowledge transfer in the multinational construction organization in Nigeria. Thus, this research was based on the multinational construction organization as a result of their technological advancement on knowledge management, knowledge transfer and development process. The research study adopted empirically validated measures' variables and established a hypothetical framework that links organizational leadership with knowledge transfer variables. 220 survey questionnaires were distributed to knowledge workers of 35 multinational construction organization, and the research validated the framework with structural equation modeling (SEM). The factor's loadings for the variables measures were significant and Cronbash Alpha factors of 0.903 and 0.747 for organizational leadership and knowledge transfer respectively was achieved. The research finding display that organizational leadership demonstrated significant influence on knowledge transfer.

show abstract

Social capital, behavioural control, and tacit knowledge sharing—A multi-informant design

Cited by 184 publications

References 54 publications

Working with tacit knowledge: An empirical investigation in glass blowing tradition in Sweden

Working with tacit knowledge: An empirical investigation in glass blowing tradition in Sweden

The Impact Employees’ Perceived Business Ethics and Ethical Climate on Organizational Social Capital

Influence of Organizational Leadership on Knowledge Transfer in Construction

Contact Info

Product

Resources

About