Tacit knowledge acquisition and sharing in a project work context

Koskinen, Kaj U.; Pihlanto, Pekka; Vanharanta, Hannu

doi:10.1016/s0263-7863(02)00030-3

Cited by 309 publications

(237 citation statements)

References 9 publications

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“…According to (Fong, Ooi, Tan, Lee, & Chong, 2011), knowledge might show slight results in case if it is not widely shared among the employees within the organization; as a result, it causes employees to find better opportunities in other organization. (Koskinena, Pihlantob, & Vanharantaa, 2003) Defined two types of knowledge's: explicit knowledge that shares the information among the employees and tacit knowledge that is difficult to share among the employees such as belief and experience.…”

Section: Strategic Hrm Practices and Organizational Performancementioning

confidence: 99%

A study on the impact of strategic HR practices and organizational learning on perceived organizational performance in Sharjah public sectors

Alsuwaidi

Arunprasad

2017

Int. conf. adv. bus. manag. law

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Abstract:This paper attempts to present a conceptual framework to understand the importance and impact of strategic HRM practices and organizational learning capability on the overall performance of the organization. At the same time, the role of learning outcomes is also examined in this relationship as an intervening variable. As per the previous research conducted in the area of strategic HRM and organizational performance, it is observed that strategic HRM have a positive impact on the overall performance of the public sector. Alongside, the organizational learning capability and the prevailing learning culture enhances the performance of the organization in terms of innovation and tangible learning outcomes Moreover, strategic HR practices are one of the most important factors to enhance the employee's skills and maintain them as per the individuals and organizations developmental need in public sector. Thus, the conceptual framework in this study encompasses strategic HRM practices, organizational learning capability and learning culture as independent variables, organizational performance as dependent variable with learning outcomes as an intervening variable.

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Section: Strategic Hrm Practices and Organizational Performancementioning

confidence: 99%

A study on the impact of strategic HR practices and organizational learning on perceived organizational performance in Sharjah public sectors

Alsuwaidi

Arunprasad

2017

Int. conf. adv. bus. manag. law

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“…We would suggest that Dreyfus' criticism of artificial intelligence aligns with the existing criticism of the project management community's attempts to codify its practice in the bodies of knowledge and various methodologies . That is, management of projects cannot be reduced to a standard set of rules or procedures to be followed because a large portion of the interactions by project participants and stakeholders (with their Dasein mode of being) are tacit, contextual and transparent (Blomquist et al 2010;Cicmil et al 2006;Koskinen, Pihlanto & Vanharanta 2003). The rules emerge dynamically out of the totality of the changing situation.…”

Section: Dealingmentioning

confidence: 99%

A Heideggerian paradigm for project management: Breaking free of the disciplinary matrix and its Cartesian ontology

Hoorn

Whitty

2015

International Journal of Project Management

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Abstract:The purpose of this paper is to identify the new insights that emerge if key concepts in Heidegger's magnum opus Being and Time are applied to the phenomena of projects and their management. A theoretical approach is adopted with an introduction being provided to key Being and Time concepts, followed by the application of these concepts to the phenomena of projects and their management. A particular focus is on the relevance of Heidegger's ontology in underpinning the exploration of the 'lived experience' of project management and the disclosing of the actuality of project phenomena. It is found that key concepts in Heidegger's Being and Time (such as temporality, modes of being, being-in-theworld, dealing and the they) provide insights into various aspects of project management. The significance of such findings is demonstrated through a reconceptualisation of projects; and differentiation between, and reconceptualisation of project management versus project managing. Keywords:Theory of research into project management | Managing projects | Heidegger van der Hoorn, B & Whitty, SJ in press, 'A Heideggerian paradigm for project management: breaking free of the disciplinary matrix and its

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“…For example, existing research identified trust as an important factor for successful knowledge sharing [25][26][27]. Koskinen et al [28] noted that the greater the level of trust, the greater the level of people accessibility, and the greater the chance knowledge is shared in the team. Furthermore, Inkpen and Tsang [25] agreed that an atmosphere of trust contributes to the free exchange of knowledge, because people do not feel they have to protect themselves from others' opportunistic behaviours.…”

Section: Knowledge Management From the Lens Of Social Capitalmentioning

confidence: 99%

Managing Knowledge for Asset Management: Shifting from Process to Relational Frames

Wiewiora

Brown

Dhakal

et al. 2014

Lecture Notes in Mechanical Engineering

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The purpose of this paper is to review existing knowledge management (KM) practices within the field of asset management, identify gaps, and propose a new approach to managing knowledge for asset management. Existing approaches to KM in the field of asset management are incomplete with the focus primarily on the application of data and information systems, for example the use of an asset register. It is contended these approaches provide access to explicit knowledge and overlook the importance of tacit knowledge acquisition, sharing and application. In doing so, current KM approaches within asset management tend to neglect the significance of relational factors; whereas studies in the knowledge management field have showed that relational modes such as social capital is imperative for effective KM outcomes. In this paper, we argue that incorporating a relational approach to KM is more likely to contribute to the exchange of ideas and the development of creative responses necessary to improve decision-making in asset management. This conceptual paper uses extant literature to explain knowledge management antecedents and explore its outcomes in the context of asset management. KM is a component in the new Integrated Strategic Asset Management (ISAM) framework developed in conjunction with asset management industry associations (AAMCoG, 2012) that improves asset management performance. In this paper we use Nahapiet and Ghoshal's (1998) model to explain antecedents of relational approach to knowledge management. Further, we develop an argument that relational knowledge management is likely to contribute to the improvement of the ISAM framework components, such as Organisational Strategic Management, Service Planning and Delivery. The main contribution of the paper is a novel and robust approach to managing knowledge that leads to the improvement of asset management outcomes.

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Tacit knowledge acquisition and sharing in a project work context

Cited by 309 publications

References 9 publications

A study on the impact of strategic HR practices and organizational learning on perceived organizational performance in Sharjah public sectors

A study on the impact of strategic HR practices and organizational learning on perceived organizational performance in Sharjah public sectors

A Heideggerian paradigm for project management: Breaking free of the disciplinary matrix and its Cartesian ontology

Managing Knowledge for Asset Management: Shifting from Process to Relational Frames

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