The Management of the Tacit Knowledge Dimension in Organizations

Martins, Ana; Pereira, Orlando Petiz; Martins, Isabel

doi:10.18848/1447-9524/cgp/v06i04/49440

Cited by 3 publications

(5 citation statements)

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“…Organisations in the telecommunications industry, like many other organisations, are faced with the risk of knowledge loss as a result of mergers and acquisition. Specifically, tacit knowledge is easily lost because organisational mergers and acquisitions involve complex processes, where critical decisions need to be made, yet this takes place relatively seldom (Milton, 2010; Martins and Martins, 2011; McKinney et al , 2017; Durst and Zieba, 2019; Sumbal et al , 2020). Tacit knowledge is one of the two types of knowledge which is defined as that which consists of intangible qualities and “know-how,” and is based on intuition and internalised practices (Park, 2021; Schoenherr et al , 2014).…”

Section: Problem Statementmentioning

confidence: 99%

A framework for knowledge retention to support business continuity in the cross-border mergers of the telecommunications industry in Lesotho

Tseole

Marutha

2022

VJIKMS

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Purpose The purpose of this study is to investigate a framework for knowledge retention to support business continuity in cross-border mergers of the telecommunications industry in Lesotho. Design/methodology/approach This study applied a qualitative case study, with data collected through interviews from a purposively selected sample of staff members who held managerial positions. Information in this study was partially extracted from the PhD thesis of Dr Tseole ET supervised by Prof Ngulube P at the University of South Africa completed in 2021. Findings The study discovered that a considerable amount of knowledge may have been lost because employees who either left the organisation or those who were apparently forced to resign during the process had left without any proper knowledge retention arrangements. Research limitations/implications The framework proposed in this study may be used in framing future studies as a theoretical framework. The study also provides new literature for review and discussion of background in future related studies. Practical implications The framework provided in the study may be used as a benchmark in the knowledge management industry and/or organisations for policy development or improvements and implementation of knowledge retention strategies. Social implications Through recommendations and framework provided by this study, organisations will be able to improve their services to their sphere of influence in the surrounding communities. So, community will be receiving an improved and good service at all the times. Originality/value A framework for facilitating knowledge retention in the cross-border mergers of the telecommunications industry is therefore proposed and the researchers believe it will be helpful to the organisation for improving knowledge retention going forward, particularly in the merger process.

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Section: Problem Statementmentioning

confidence: 99%

A framework for knowledge retention to support business continuity in the cross-border mergers of the telecommunications industry in Lesotho

Tseole

Marutha

2022

VJIKMS

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“…This is resonant with the wider problem of tacit information loss well characterized in the organizational literature (e.g. Martins and Martins, 2011 ) and noted within many domains within the scholarly literature ( Chalmers and Glasziou, 2009 ). Much could be gained from following the example of the rich literature surrounding design thinking (e.g.…”

Section: Discussionmentioning

confidence: 93%

How researchers can translate health evidence into books for children

Walsh,

Sargent,

Gooyers

et al. 2024

Health Promotion International

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The health promotion literature that considers how scientific evidence can be effectively communicated tends to focus on evaluating the effectiveness of communication materials. This has resulted in a knowledge gap regarding effective knowledge translation processes. This study explores the process, reasoning and practices for developing books for children that incorporate evidence-based information to aid understanding of scientific evidence about health and environmental or natural disasters. This study is informed by a systematic review of the literature combined with responses to an email interview with authors of books for children. Nine published studies were included in the systematic review. Twenty-two authors responded to the email survey (25% response rate, following 86 invitations). We report seven key findings to guide the development of health-promoting books for children: (i) understand the needs and expectations of the audience, (ii) articulate the topic and research evidence, (iii) assemble a team with a mix of content knowledge and creative expertise, (iv) format should be chosen to suit the user group and guided by the creative team, (v) early testing with children and their support system is crucial, (vi) develop a dissemination strategy to reach the user group and (vii) engage in reflexivity through evaluation of effectiveness of messaging. The current investigation can guide the process, reasoning and practice of developing books for children that incorporate evidence about health and environmental disasters.

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“…The study helps us understand the potential loss of knowledge due to employee exit and the ways to mitigate the loss by retaining critical knowledge. Therefore, it is vital to understand what type of knowledge and whose knowledge might be at risk of loss to the organization (Martins and Martins, 2011). Second, the importance of knowledge retention in this process, as specified in this study, reiterates the firm’s knowledge-based view, which believes that individuals use their competencies to share and codify the knowledge using the knowledge-based systems.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

“…To that end, Droege and Hoobler (2003) posit that tacit knowledge can be retained, in part, when organizations encourage Employee exit and its relationship employee interaction, collaboration and diffusion of non-redundant tacit knowledge. Therefore, it is vital to understand what type of knowledge and whose knowledge might be at risk of loss to the organization (Martins and Martins, 2011). Therefore, we propose the following hypothesis: H1.…”

Section: Employee Exit and Knowledge Retention Relationshipmentioning

confidence: 99%

“…The studies in the past have either focused on employee exit (Acharya and Mishra, 2017) or knowledge retention (Martins and Martins, 2011) and very few studies have tested the relationship between employee exit and knowledge retention (Urbancová and Linhartová, 2011; Sumbal et al , 2017; Sumbal et al , 2020). However, knowledge retention has been studied in the context of organizational structure (Acharya and Mishra, 2017), personnel mobility (Madsen et al , 2003) and organizational performance (Nelson and McCann, 2010).…”

Section: Introductionmentioning

confidence: 99%

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Employee exit and its relationship with multidimensional knowledge retention: the moderating role of organizational structure

Farooq

2021

VJIKMS

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Purpose This study aims to test the relationship between employee exit and knowledge retention. The study also tests the moderating role of organizational structure on the relationship between employee exit and knowledge retention. Design/methodology/approach A purposive sample of 310 in India was used. The hypotheses were tested using the exploratory factor analysis (EFA), structural equation modeling and moderating analysis using SmartPLS. Findings The results showed that employee exit positively affects knowledge retention. Moreover, the organizational structure does not moderate the relationship between employee exit and knowledge retention. Two factors were identified through the EFA, of which knowledge-based systems were found to be the most important, followed by management support. Originality/value The study attempts to test the relationship between employee exit and knowledge retention and also develops and validates the multidimensional measure of knowledge retention.

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The Management of the Tacit Knowledge Dimension in Organizations

Cited by 3 publications

References 0 publications

A framework for knowledge retention to support business continuity in the cross-border mergers of the telecommunications industry in Lesotho

A framework for knowledge retention to support business continuity in the cross-border mergers of the telecommunications industry in Lesotho

How researchers can translate health evidence into books for children

Employee exit and its relationship with multidimensional knowledge retention: the moderating role of organizational structure

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