Tacit knowledge sharing: techniques for putting a powerful tool in practice

Emerald - 2010
MiltonMayfield1
1Texas A&M International University, Laredo, Texas, USA

Tóm tắt

PurposeThe purpose of this paper is to outline techniques for developing and encouraging tacit knowledge sharing.Design/methodology/approachThese techniques are drawn from research and practical experience in improving worker knowledge sharing.FindingsSome highly useful and broadly applicable ways to increase tacit knowledge sharing – when supported by an organizational reward system – are organizationally developed wikis, town hall meetings, and mentor programs.Originality/valueThis paper provides specific suggestions on tacit knowledge sharing methods for increased organizational performance.

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Tài liệu tham khảo

Mayfield, M., Mayfield, J. and Lunce, S. (2008), “Increasing tacit knowledge sharing with an HRIS”, in Torres‐Coronas, T. and Arias‐Oliva, M. (Eds), Encyclopedia of Human Resources Information Systems: Challenges in e‐HRM, Information Science Reference (an imprint of Idea Group Inc.), Hershey, NY.

Sense, A.J. and Clements, M.D. (2006), “Ever consider a supply chain as a ‘community of practice’? Embracing a learning perspective to build supply chain integration”, Development and Learning in Organizations, Vol. 20 No. 5, pp. 6‐8.

Thomas, K. and Allen, S. (2006), “The learning organisation: a meta‐analysis of themes in literature”, The Learning Organization: An International Journal, Vol. 13, pp. 123‐39.

Von Krogh, G., Ichijo, K. and Nonaka, I. (2000), Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation, Oxford University Press, New York, NY.

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