Towards a better understanding of system analysts’ tacit knowledge

Prasarnphanich, Pattarawan; Janz, Brian D.; Patel, Jignya

doi:10.1108/itp-06-2014-0123

Cited by 19 publications

(15 citation statements)

References 82 publications

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“…The experience gained by each teacher certainly varies based on situations and conditions that cannot be predicted. Tacit knowledge is not easily articulated and converted to explicit knowledge (Mohajan, 2016;Prasarnphanich et al, 2016;Addis, 2016;Cairo Battistutti, 2017;Zang et al, 2015;Spraggon & Bodolica, 2017). Nevertheless, tacit knowledge can be empowered by SECI Model (Li, Liu & Zhou, 2018;Nonaka & Hirose, 2018;Chatterjee et al, 2018;Sasaki, 2017;Lievre & Tang, 2015;Stanica & Peyd-…”

mentioning

confidence: 99%

Effect of Tacit and Explicit Knowledge Sharing on Teacher Innovation Capability

Asbari¹,

Wijayanti²,

Hyun³

et al. 2019

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This research aimed to measure the effect of tacit and explicit knowledge sharing on teacher innovation capability mediated by organizational learning. Data collection was done by simple random sampling via electronic to the teacher population in Indonesia. The returned and valid questionnaire results were 781 samples. Data processing used SEM method with SmartPLS 3.0 software. The results of this research showed that explicit knowledge sharing had a positive and significant effect on teacher innovation capability, both directly and through organizational learning mediation, while tacit knowledge sharing had a positive and significant effect on teacher innovation capability through organizational learning mediation. Novelty research was proposing a model for building teacher innovation capability through tacit and explicit knowledge sharing with organizational learning as mediation. This research can pave the way to improve teacher readiness in facing the era of education 4.0.

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mentioning

confidence: 99%

Effect of Tacit and Explicit Knowledge Sharing on Teacher Innovation Capability

Asbari¹,

Wijayanti²,

Hyun³

et al. 2019

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“…Employees require particular practical skills ("know-how") to perform tasks efficiently (Tsohou et al, 2012). These can be learned and developed through independent learning or detecting and emulating the skills of others, which are the approaches of a tacit KS environment (Letmathe et al, 2012;Prasarnphanich et al, 2016). This study found all three case studies provided minimal basic training to new employees.…”

Section: Information and Communication Technology Know-how And Trainingmentioning

confidence: 92%

An investigation into agile learning processes and knowledge sharing practices to prevent identity theft in the online retail organisations

Shah

Maitlo

Jones

et al. 2019

JKM

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Purpose Lack of individual awareness of knowledge sharing practices to prevent identity theft is a significant issue for online retail organisations (OROs). Agile learning processes and sharing of knowledge is essential, but the lack of relevant training inhibits these processes within the online industry. This study aims to identify the inhibiting factors in agile learning and knowledge sharing process with recommendations for best practice for organisations and staff to effectively share knowledge on identity theft prevention. Design/methodology/approach Three qualitative case studies were undertaken in OROs in the UK. Data were collected using semi-structured interviews, internal documents and related external material. The data were analysed using a thematic analysis method. Findings The findings identified that individual staff members within OROs from the information security and fraud prevention departments often share their knowledge as a community. However, there is no formal knowledge sharing process or any related training facilitating this exchange. There is a need for agile learning environment in OROs of the UK. Originality/value The study offers both theoretical and practical contributions to the extant literature of agile learning of knowledge sharing to prevent identity theft in OROs. Existing learning opportunities are not being used to enhance the knowledge of individuals, and OROs need to increase the skills and trust of their staff to share knowledge efficiently. This study identifies the systemic weaknesses inherent in the process of knowledge sharing and existing training provision within OROs. It provides ORO managers with practical guidelines in facilitating trust between individuals and developing appropriate training systems to educate staff on sharing organisational knowledge. This study contributes by extending the knowledge sharing framework proposed by Chong et al. (2011) for enhanced individual knowledge sharing processes to prevent identity theft within OROs. It also identifies OROs’ weaknesses in knowledge sharing learning processes for theft prevention and offers prevention guidelines and recommendations for developing effective agile learning environments.

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“…The tacit dimension of IT innovations (Birkinshaw et al, 2002) is derived not only from internal firm-specific learning processes (Cohen and Levinthal, 1990) but also from the inherent characteristics of the IT product or service. Complexity of the IT innovation and tacitness of the knowledge transferred to the customers are then considered here as key factors of the process of KT initiated by the IT supplier (Prasarnphanich et al, 2016).…”

Section: Complexity and Tacitnessmentioning

confidence: 99%

Understanding and managing knowledge transfer for customers in IT adoption

Daghfous

Belkhodja

Ahmad

2018

ITP

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Purpose The purpose of this paper is to advance information technology (IT) adoption research and practice by investigating the process of knowledge transfer (KT) undertaken by suppliers of IT innovations. The authors expound the intricacies of formal and informal mechanisms of the KT initiative that aims at augmenting the absorptive capacity (ACAP) of potential IT adopters with the objective of increasing the likelihood of adoption of new IT products or services. Design/methodology/approach The authors draw on case studies of ten IT suppliers to build on the limited research on KT for customers in IT adoption. The authors focus on the for customer type of KT from the standpoint of the IT supplier firm. Findings The authors’ results show that complexity of the IT product or service increases the reliance on formal and systematic KT initiatives. This paper also shows that there is a required minimum threshold level of initial customers’ ACAP in order for the KT initiative to be worthwhile for the supplier, especially for those offering complex IT products and services. However, IT suppliers were found to limit their reliance on KT when they believed that customers that became too knowledgeable might threaten the innovation’s diffusion. Research limitations/implications Since the authors’ case firms represented innovation suppliers, future studies should investigate customer-supplier dyads to explore and integrate the customer’s perspective in the analysis of the KT process. To this end, longitudinal studies would also provide immense insights into the KT process and how it evolves over time. Originality/value The main contribution of this paper consists of illuminating the workings of KT initiatives aimed at existing and potential customers from the standpoint of the IT innovation supplier. By focusing on the for customers aspect of KT, this paper advances the authors’ understanding of why and how IT suppliers should resort to formal vs informal KT mechanisms. The authors’ proposed framework also integrates and shows the roles of customers’ ACAP, complexity of the IT innovation, and tacitness of the knowledge transferred to the customers.

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Towards a better understanding of system analysts’ tacit knowledge

Cited by 19 publications

References 82 publications

Effect of Tacit and Explicit Knowledge Sharing on Teacher Innovation Capability

Effect of Tacit and Explicit Knowledge Sharing on Teacher Innovation Capability

An investigation into agile learning processes and knowledge sharing practices to prevent identity theft in the online retail organisations

Understanding and managing knowledge transfer for customers in IT adoption

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