Supervisors’ Reliance on Tacit Knowledge and Barriers to Knowledge Sharing in the Electrical Contracting Industry

Sparkling, Anthony E.; Dogra, Priyansh

doi:10.1061/(asce)co.1943-7862.0002042

Cited by 3 publications

(3 citation statements)

References 22 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The extant literature shows that CXOs typically make strategic decisions in two ways: either intuitively (quick process from gut feeling) or rationally (slow process from analytical inputs) (Tarka, 2017). In addition, making strategic decisions necessitates either tacit knowledge (Sparkling and Dogra, 2021) or explicit (Ahmadi et al. , 2018).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Tacit knowledge refers to the deep-seated knowledge that CXOs have assimilated over time from personal experiences, perceptions, beliefs, mental models and sentiments (Metcalf et al. , 2019; Sparkling and Dogra, 2021). Explicit knowledge focuses on detailed reliance on codified information to articulate decisions and is stored in manuals, practised in organizational routines and embedded in processes (Ahmadi et al.…”

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Finding a fit between CXO’s experience and AI usage in CXO decision-making: evidence from knowledge-intensive professional service firms

Kondapaka

Khanra

Malik

et al. 2023

JSTP

View full text Add to dashboard Cite

PurposeArtificial intelligence (AI) applications’ usage in Chief Officers’ (CXOs’) decision-making is a topic of current research interest. A fundamental dilemma is carefully planning an effective combination of a CXO’s professional experiences and AI applications’ decision-making responsibility. However, the existing literature fails to specify the value of co-creation of AI applications and the human experience in managerial decision-making. To address this gap in the literature, the authors’ examine how an ideal cognitive-technology fit can be created between human experiences and AI-based solutions at CXO-level decision-making using the theoretical lens of the Service-Dominant Logic.Design/methodology/approachThe authors’ employed a grounded theory approach and conducted a focus group discussion with seven participants to shed light on the factors that may balance AI applications’ usage and CXOs’ experience in making business decisions. This was followed by 21 in-depth interviews with employees from knowledge-intensive professional service firms to validate the findings further of a new phenomenon. Further, given the newness of the phenomenon, this approach allowed researchers a retrospective and real-time understanding of interviewees’ experiences of the phenomenon under consideration.FindingsThe advantages and constraints of both CXOs’ experiences and AI applications deserve due consideration for successfully implementing technology in knowledge-intensive professional service organizations.Research limitations/implicationsThis study may appeal to researchers and practitioners interested in the future of decision-making, as the authors’ study findings advocate for balancing CXO’s expertise and the use of AI in decision-making.Originality/valueBased on the preliminary findings, the authors developed a theoretical framework to understand the factors that govern AI implementation in an organization and how a competitive strategy may emerge from value co-created by AI applications and CXOs’ experience, particularly in knowledge-intensive professional service firms.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Finding a fit between CXO’s experience and AI usage in CXO decision-making: evidence from knowledge-intensive professional service firms

Kondapaka

Khanra

Malik

et al. 2023

JSTP

View full text Add to dashboard Cite

show abstract

“…Explicit knowledge is "verbalizable" (Ellis and Roever, 2021) and can be disposed and automated through practice, allowing its spontaneous use (De Keyser, 2003). However, this type of knowledge is evidenced through dialogue and collective reflection and can be wasted when there is no sharing of information in the workplace, as well as through a lack of standardized socialization and formal encouragement (Sparkling and Dogra, 2021).…”

Section: Conceptualization Of Knowledge and Its Wastementioning

confidence: 99%

Assessing internal organizational pathways to reduce knowledge waste: a Lean thinking perspective

Klein

Naranjo

Douglas

et al. 2023

BPMJ

View full text Add to dashboard Cite

PurposeThe purpose of this article was to evaluate the causal influence of Lean management practices on knowledge waste within the context of higher education institutions (HEIs). The peculiarities of knowledge impress upon organizations the need to think about reducing knowledge waste as a crucial practice. The Lean philosophy and practices therefore stand out as an appropriate management perspective, particularly given Lean's focus on waste elimination. However, little is known about the influence of Lean practices on reducing knowledge waste.Design/methodology/approachA quantitative research instrument was distributed to professors and technical and administrative staff across three types of HEI in the State of Rio Grande do Sul, Brazil. The validated and pretested survey was circulated to the target population via an online method to explore eight constructs and 38 items concerning Lean and knowledge and waste.FindingsThe results of the survey indicated that all hypotheses were supported. The sum total of 837 responses showed that the Lean relationships (internal organizational paths) were more obvious where leadership support proved to have a positive effect on continuous improvement, training, and customer involvement. Moreover, the significant and negative effects of the Lean practices studied on knowledge waste was also supported, including for example, the interaction between HEIs and its client base.Originality/valueHEIs are knowledge generators. Therefore, the necessity of avoiding and reducing knowledge waste is even greater. This study also differentiates itself from the “traditional” knowledge loss studies by investigating knowledge while the employees are still part of an organization and not after they have left taking the knowledge away with them.

show abstract

Occupational safety knowledge management in Slovenia, Croatia and Serbia

Nikolić

Taradi²,

Vukić

et al. 2023

International Journal of Occupational Safety and Ergonomics

View full text Add to dashboard Cite

Supervisors’ Reliance on Tacit Knowledge and Barriers to Knowledge Sharing in the Electrical Contracting Industry

Cited by 3 publications

References 22 publications

Finding a fit between CXO’s experience and AI usage in CXO decision-making: evidence from knowledge-intensive professional service firms

Finding a fit between CXO’s experience and AI usage in CXO decision-making: evidence from knowledge-intensive professional service firms

Assessing internal organizational pathways to reduce knowledge waste: a Lean thinking perspective

Occupational safety knowledge management in Slovenia, Croatia and Serbia

Contact Info

Product

Resources

About