The Role of Tacit Knowledge Management in ERP Systems Implementation

2008 ◽  
Author(s):  
Iuliana Dorobat
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Erp Systems ◽  
Systems Implementation ◽  
Tacit Knowledge Management

Transformation paths and influencing factors of tacit knowledge into explicit knowledge in real estate companies: a qualitative study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guodong Ni ◽  
Ziyao Zhang ◽  
Zhenmin Yuan ◽  
Haitao Huang ◽  
Na Xu ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Real Estate ◽  
Tacit Knowledge ◽  
Influencing Factors ◽  
Explicit Knowledge ◽  
Design Method ◽  
Structured Interviews ◽  
Content Type ◽  
Knowledge Resources ◽  
Tacit Knowledge Management

PurposeThe purpose of this paper is to figure out the paths about transformation of tacit knowledge into explicit knowledge, i.e. tacit knowledge explicating (TKE) in real estate companies, and determine the influencing factors of TKE in Chinese real estate companies to enable enterprises make better use of their knowledge resources.Design/methodology/approachThe study adopted an exploratory design method using thematic analysis and grounded theory, and semi-structured interviews were conducted to collect data. The interviewees consisted of employees in different positions, who come from Chinese real estate companies with different ranking ranges and different knowledge management levels. Data collection was divided into two rounds for the identification of transformation paths and influencing factors.FindingsThis study has shown that 11 paths about TKE divided into solidified organization process and construction of organizational infrastructure go into effect within the real estate companies. Factors influencing TKE in real estate companies concern three main categories: organizational distal factors, contextual proximal factors and individual factors, including 21 subordinates in total. Furthermore, correlation between TKE paths and influencing factors is established.Research limitations/implicationsResearch results may lack generalizability due to the method adopted. Therefore, researchers are encouraged to verify the outcomes of this research.Practical implicationsThis research provides a new idea and solutions for the tacit knowledge management in real estate companies.Originality/valueTo the best of the authors’ knowledge, this study is the first to systematically identify paths and the influencing factors of TKE in real estate companies, contribute to the incipient but growing understanding of achievement of “tacit to explicit” and enrich the corporate tacit knowledge management literature.

scholarly journals Strategic Aspect of Knowledge Management

Organizacija ◽  
2017 ◽  
Vol 50 (2) ◽  
pp. 163-176 ◽  
Author(s):  
Olja Arsenijević ◽  
Dragan Trivan ◽  
Iztok Podbregar ◽  
Polona Šprajc
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
First Generation ◽  
Point Of View ◽  
Factors Affecting ◽  
Level Of Knowledge ◽  
Empirical Point ◽  
Using Data ◽  
Tacit Knowledge Management

Abstract Background and Purpose: This paper analyses the strategic aspects of knowledge management in organizations in Serbia, from the theoretical and empirical point of view. In its theoretical part, the paper analyzes the latest literature in the fields of knowledge management, relations between communications strategyes and knowledge management, generations of knowledge management and organizational culture. Design/Methodology/Approach: In its empirical part, the paper deals with determining the level of knowledge management in Serbian organizations through diffrent generations of knowledge management, as well as the problem with explicit and tacit knowledge management. The hypotheses were tested using data colleted from organizatons in Serbia via questionnaire, which consisted of 50 questions to examine five key factors in knowledge management. Results: The results showed that out of 41 indicators, only eight are rated positively. Results of t-test indicate significant distinctions within factors affecting the quality of knowledge management, as well as differences in quality of explicit and tacit knowledge management, therefore they confirmed both hypotheses. Conclusion: The knowledge management projects in organizations in Serbia are initiated, as well as that belonging to the first generation of knowledge management can be defined.

The Effect of Knowledge Management Implementation on the Organizational Performance through Learning Organization at PT Inalum (Persero)

2021 ◽  
Vol 8 (7) ◽  
pp. 169-175
Author(s):  
Aghnia Pangeran Siregar ◽  
Nazaruddin . ◽  
Rulianda Purnomo Wibowo
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Tacit Knowledge ◽  
Learning Organization ◽  
Learning Organizations ◽  
Total Sample ◽  
Sem Analysis ◽  
Validity And Reliability ◽  
Management Learning ◽  
Tacit Knowledge Management

PT Indonesia Asahan Aluminium (Persero) or Inalum is a State-Owned Enterprise (BUMN) which is a pioneer company and the only one in Indonesia engaged in the production of Primary Aluminium (ingots, billets and alloys). Currently, Inalum is faced with problems with 42.39% of employees having period of employment less than 5 years in 2018. Conditions of productivity performance also declined from 2014 which was 135.35 tons of aluminium per employee per year to 117.67 tons of aluminium per employee per year in 2018. This becomes basic policy to implement knowledge management and learning organizations within the company. The purpose of this research is to find out and analyze the effect of knowledge management with the focus of tacit knowledge on organizational performance through learning organizations. The independent variable in this study is tacit knowledge management, the dependent variable is organizational performance, and the intervening variable is the learning organization. Data collection using a questionnaire with a total sample of 100 respondents. This research uses SEM analysis method which has previously been tested for validity and reliability. The results of this study indicate that tacit knowledge management has a positive and significant effect on organizational performance, tacit knowledge management has a positive and significant effect on learning organizations, learning organization has a positive and significant effect on organizational performance and tacit knowledge management has a positive and significant effect on organizational performance through learning organizations. Keywords: Knowledge Management, Tacit Knowledge Management, Learning Organization, and Organizational Performance.

Organizational Social Context

2017 ◽  
pp. 76-126
Author(s):  
Albert J. Simard
Keyword(s):  
Knowledge Management ◽  
Social Context ◽  
Social Science ◽  
Tacit Knowledge ◽  
Three Dimensional ◽  
Social Structures ◽  
Science Literature ◽  
Organizational Social Context ◽  
The Social ◽  
Tacit Knowledge Management

Understanding the social context of an organization is a precursor to managing tacit knowledge. This chapter describes a three-dimensional social-context framework comprising factors, trust, and manageability. Factors are underlying characteristics - situation, interaction, and scale - that affect all aspects of the social structure. Trust classifies criteria that affect trust at individual, group, and organizational levels. Manageability lists methods of enhancing indicators for each social context criteria. The framework is based on patterns and clusters of 1200 terms found in a survey of the social-science literature related to social structures. The framework is presented in a format that facilitates prioritizing the most important criteria for an organization to focus on. Understanding how social context affects organizations will greatly facilitate tacit knowledge management.

Social Network Structures for Explicit, Tacit and Potential Knowledge

2011 ◽  
pp. 81-90
Author(s):  
Anssi Smedlund
Keyword(s):  
Knowledge Management ◽  
Social Network ◽  
Tacit Knowledge ◽  
Network Structure ◽  
Explicit Knowledge ◽  
Network Structures ◽  
Underlying Assumption ◽  
Knowledge Assets ◽  
Social Network Structure

The purpose of this conceptual article is to develop argumentation of the knowledge assets of a firm as consisting of three constructs, to extend the conventional explicit, tacit dichotomy by including potential knowledge. The article highlights the role of knowledge, which has so far not been utilized in value creation. The underlying assumption in the article is that knowledge assets can be thought of as embedded in the relationships between individuals in the firm, rather than possessed by single actors. The concept of potential knowledge is explained with selected social network and knowledge management literature. The findings suggest that the ideal social network structure for explicit knowledge is centralized, for tacit knowledge it is distributed, and for potential knowledge decentralized. Practically, the article provides a framework for understanding the connection between knowledge assets and social network structures, thus helping managers of firms in designing suitable social network structures for different types of knowledge.

Knowledge Management

2011 ◽  
pp. 17-33
Author(s):  
Peter Busch
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Knowledge Flows ◽  
Knowledge Assets ◽  
Organisational Knowledge ◽  
Concepts Of Knowledge ◽  
Parent Discipline ◽  
True Definition ◽  
Tacit Knowledge Management

Delving into tacit knowledge flows requires at least a cursory understanding of its parent discipline, namely Knowledge Management (KM). In turn, discussion of KM is not possible without briefly discussing knowledge and more specifically organisational knowledge. Knowledge Management is a discipline that is quite recent, having been exposed largely in the 1990s. Perhaps the most frustrating aspect of KM is that no one true definition, rather like with tacit knowledge, exists. If one were pressed to define KM, it would be the process whereby an organisation has in place plans or actions to maximise its knowledge assets both codified and soft to its best advantage. At this stage, let us examine the issues regarding this discipline and later examine how they relate to tacit knowledge management specifically. Concepts of knowledge relating specifically to tacit knowledge are discussed in much greater detail in the following chapter.

Is Nepotism Good or Bad? Types of Nepotism and Implications for Knowledge Management

2013 ◽  
Vol 26 (2) ◽  
pp. 121-139 ◽  
Author(s):  
Peter Jaskiewicz ◽  
Klaus Uhlenbruck ◽  
David B. Balkin ◽  
Trish Reay
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Conceptual Model ◽  
Tacit Knowledge ◽  
Social Exchange ◽  
Family Firms ◽  
Family Members ◽  
Exchange Relationships ◽  
Social Exchanges ◽  
Tacit Knowledge Management

In contrast to the literature that portrays nepotism as generally problematic, we develop a conceptual model to explain why some family firms benefit from nepotism while others do not. We distinguish two types of nepotism based on how nepots are chosen. We elaborate the differences between entitlement nepotism and reciprocal nepotism. We propose that reciprocal (vs. entitlement) nepotism is associated with three family conditions that indicate generalized (vs. restricted) social exchange relationships between family members. We also suggest that generalized social exchanges are valuable to firms because they facilitate tacit knowledge management that can lead to competitive advantage.

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