Tacit knowledge transfer driven by the successor

Top PDF Tacit knowledge transfer driven by the successor:

Tacit knowledge; Job engagement; Effect of tacit knowledge transfer

Tacit knowledge; Job engagement; Effect of tacit knowledge transfer

The other feature of knowledge-based economy is the increasing demand for highly-skilled workers. We know that innovation is driven by the interaction of producers and users in the exchange of both codified and tacit knowledge, However, as knowledge is owned by human beings, and if we want to promote knowledge transfer, we need to pay attention to the effect of human beings. According to the some publication, fifty percent of doctors and thirty percent of masters in the world are in US, which is the largest economic country. What’s more, millions of research fellows also here. Every year, U.S. government spends lots of money on education and they adopts open immigration policy to attract talent from other countries. In recent years, Chinese government has also increased the education budgets, especially in the last five years, 7790 billion CNY has been put into education, and the average annual growth rate is 21.58%, in 2012, the amount of money accounted for 4% of GDP.
Show more

6 Read more

Theory and Application of Tacit Knowledge Transfer

Theory and Application of Tacit Knowledge Transfer

1. Introduction Having taught for many years, the researchers have found that there is so much know-how that cannot be ex- plained clearly in class, such as the tacit rules in daily life that cannot be explained explicitly with words. We understand much knowledge and take it for granted but it is rather difficult for us to search for an explicit me- thod to express it, for example, hitting a golf ball with an iron club. Which angle should we take and how much force should be used to strike the ball with balancing hands in order to make it fly high and straight? It is similar to throwing a basketball. In addition to motion and force, we need to pay attention to the palms’ feel and the fingers’ touch.
Show more

8 Read more

Tacit knowledge transfer in family business succession

Tacit knowledge transfer in family business succession

socialisation stage, where knowledge is transferred tacit-tacit better characterizes the process. When the founder taught by example and as the frequency of the successor accompanying the founder at business meetings increased, the successor assumed an increasing role. Both the founder and successor described this process as paralleling the comfort level of both the founder and successor that the successor had learned enough (through experience and observation) to assume a larger role in conducting the business. Nonaka and Takeuchi’s model, while still applicable to family firm succession our understanding of the model is expanded by this research. When a family firm is undergoing generational succession the nature of the knowledge transfer or development may well sit for a longer period of time in the socialisation stage characterised by tacit-tacit transfer and not follow the spiral, at least for a period of time during the succession process. There is nothing to suggest however that the nature of the family firm excludes it from this model, but rather at the point of succession the knowledge spiral may not follow the same progression.
Show more

232 Read more

Tacit knowledge transfer in family business succession

Tacit knowledge transfer in family business succession

ABSTRACT Small business is the most common firm structure in the Canadian economy and accounts for the single largest share of economic activity. As the founders of these firms move to normal retirement age, they begin the transfer of the business to a family or non-family member. When the second generation assumes control of the firm, issues related to generational transfer of knowledge become important.

10 Read more

Tacit Knowledge Transfer at Engineering Consulting Organizations

Tacit Knowledge Transfer at Engineering Consulting Organizations

Summary The research question of the study was: how do leaders in an engineering consulting organization facilitate the transfer of tacit knowledge among employees? In Chapter 4, I explained the setting of the research concerning the demographics and schedule for interviews. I presented the demographics of the participants drawn from the two engineering consulting organizations with operation in America that made up the multiple case study. The research question used to identify the common understanding from the findings in the areas of tacit knowledge transfer among employees. I discussed the trustworthiness and its application to the study. The chapter comprised the study results that encompassed how I generated the codes, category, and themes. In Chapter 5, I argued how the findings of this study contributed to the literature in the field of
Show more

160 Read more

Tacit knowledge transfer: Cross-cultural adventure

Tacit knowledge transfer: Cross-cultural adventure

Bond University, Australia We show here that adventure tourism leads to transfer of tacit knowledge between international visitors and local residents in developing destinations; and that motivations for the locals include money and employment, social capital, and individual enjoyment. Over the past half century, adventure tourism has grown from decentralised domestic outdoor recreation, to a large international commercial industry. Many tours bring urban clients from developed nations to rural areas in developing nations, where there are icon sites for specific adventure activities (Buckley, 2010).
Show more

7 Read more

Knowledge ubiquity through the transfer of tacit knowledge in Australian universities

Knowledge ubiquity through the transfer of tacit knowledge in Australian universities

transfer at Australian universities. Studies of other organisations (Aurum, Daneshgar & Ward 2008; Foos, Schum & Rothenberg 2006; Riege 2007) and the ministerial view (Bishop 2006) on universities reveal that there exists a research gap in understanding the enablers and inhibitors of tacit knowledge transfer. The lack of a particular mechanism for knowledge transfer, both explicit and tacit, has prompted the author to identify ways of tacit knowledge transfer by analysing knowledge management enablers, inhibitors and processes that will aid in the creation, retention and distribution of tacit knowledge. This research will explore tacit knowledge transfer characteristics through surveys of academics in four Australian universities. It will explore and expand issues of knowledge management adoption towards improving organisational processes in different universities as previous papers have limited themselves to a marginal sample and thus provide neither a comparison nor a single model for its adoption. The research will also explore how knowledge management can be helpful in support of the sharing and creation of knowledge and how it can act as a catalyst for improved organisational processes. From both a research and applied perspective, there are negligible studies that focus on this topic especially ones that focus on tacit knowledge transfer within a university. Such a study would benefit research in tacit knowledge management and also help to eliminate confusion as to where universities should focus their knowledge management efforts for optimising performance and making tacit knowledge available for reuse.
Show more

333 Read more

Sharing tacit business knowledge between founder and successor in family business: case studies in Vietnam

Sharing tacit business knowledge between founder and successor in family business: case studies in Vietnam

The second aspect of the tacit knowledge transfer process investigated was the methods used within a family business. It is crucial to identify which method is relevant in Vietnamese family businesses. There are three common ways to transfer tacit knowledge, which have been discussed in existing literature, namely: mentor-mentee (Bracci & Vagnoni, 2011; Cabrera- Suárez et al., 2001; Letonja, Duh, & Ženko, 2012; Sabri et al., 2014), storytelling (Denning, 2001; Sabri et al., 2014; Swap, Leonard, & Mimi Shields, 2001), and process documents (Sabri et al., 2014; Ungan, 2006). However, the result from this study contests that there are only two common ways to transfer tacit knowledge in Vietnamese family businesses, which are: the mentor- mentee approach, and the storytelling. Additionally, participants recommended that the process documents method should be avoided as a way of tacit business knowledge transfer in family businesses, because it is considered as boring and confusing by the successor. With regard to the mentor-mentee method, all founders agreed that the successor has to be involved in all of the daily business issues related to a family business. It means that the successor needs to observe the founder at work, get involved in daily operations, sit in meetings and negotiations with partners, find out solutions by themselves and also take responsibility for decisions. For instance, F1 explained that the main difference between the succession process in a family business and a non-family
Show more

14 Read more

Tacit Knowledge Transfer and Firm Growth: An Experience-Based Approach

Tacit Knowledge Transfer and Firm Growth: An Experience-Based Approach

decrease the number of lateral partner hires. There are two potential explanations for this unexpected finding. The first relates to research on sunk costs and managerial decision- making. Work in this area suggests that managers have a difficult time thinking at the margin regarding investment decisions. This creates a tendency to fixate on sunk costs and escalate commitment to those activities where prior resource investments are substantial and performance subpar (Shimizu & Hitt, 2005; Staw, 1976). Prolonged knowledge transfer processes often require considerable investments by the firm in the development of staff (Teece, 1977). As a result, managers may feel compelled to remain committed to the internal approach of obtaining new staff necessary for growth, and escalate this commitment in the face of slow growth by not pursuing alternative approaches of acquiring staff from external sources. That is, the sunk costs that result from prolonged knowledge transfer times may cause managers to ignore the potential marginal benefits that lateral partner hires could provide in respect to firm growth.
Show more

123 Read more

A model for self-assessment of skills to identify tacit knowledge stock and enable knowledge transfer

A model for self-assessment of skills to identify tacit knowledge stock and enable knowledge transfer

38 3.4.1 Preliminary Investigation and Problem Specification At the initial stage, a literature review of primary studies was conducted, to gain background knowledge of the areas surrounding tacit knowledge stock and knowledge transfer in organisations. This investigation also aimed to obtain potential research opportunities in this area. This step has been discussed in detail in Chapter 2. After the review, it was found that tacit knowledge stock identification for transferring knowledge within organisations was mentioned as important in many studies. However, there is limited study that suggests that identifying tacit knowledge stock plays a vital role in knowledge transfer. Therefore, this research problem was specified from preliminary investigation. This research aims to solve the identified problem by exploring whether the identification of tacit knowledge stock is useful in transferring knowledge. In practical context, it has been done by conducting a skills assessment of people to explore their tacit knowledge stock using a software tool based on Skills Framework for the Information Age (SFIA) and explore the identification is useful in transferring the tacit knowledge.
Show more

139 Read more

Global mobility of professionals and the transfer of tacit knowledge in multinational service firms

Global mobility of professionals and the transfer of tacit knowledge in multinational service firms

professionals and the transfer of tacit knowledge in multinational service firms. Journal of Knowledge Management. ISSN 1367-3270 https://doi.org/10.1108/JKM-09-2017-0399 © Emerald Publishing Limited 2018. Published by Emerald Publishing Limited. Licensed re-use rights only. This is an author produced version of a paper published in Journal of Knowledge Management. Uploaded in accordance with the publisher's self-archiving policy.

28 Read more

Job Rotation: An Effective Tool to Transfer the Tacit Knowledge within an Enterprise

Job Rotation: An Effective Tool to Transfer the Tacit Knowledge within an Enterprise

3.3. Feedback Mechanism In order to prevent the knowledge transfer behavior or results deviate from the expected goal, enterprises need to take the appropriate method to intervene the key links in the knowledge transfer management system, making the system run in the right direction. In tacit knowledge management mechanism system, three key nodes need to be evaluated. Firstly, enterprise need to evaluate whether the tacit knowledge transfer needs are satisfied, namely whether the tacit knowledge increment and innovation make up the tacit knowledge gap. If the target is not reached, then enterprise needs to check job rotation process, and adjust target position or rotators. If the knowledge gap is made up, the next step is to assess whether the key business process performance is optimized or not, that is, whether the rotator has leant the tacit knowledge and apply it into the practical work. If this didn’t happen, the reason may be the key position has been positioned in error, and enterprise needs to redefine key positions and analysis of the tacit knowledge gaps. If to this goal is reached, the third assessment phase is to analysis whether the enterprise strategic direction is supported. If the performance changes of the core business process doesn’t align with the strategic direction, the reason may be due to mistakes are made in the core busi- ness process definition, and need to decompose the strategic target again; If the strategic development goals are supported, the tacit knowledge transfer process get successful.
Show more

7 Read more

The Meaning of Tacit Knowledge

The Meaning of Tacit Knowledge

Knowledge (80); Individuals (50); Organisational domain (46); Skill (35); Non- Codification (28); Non-verbal (27); Experience (26); Context specific (24); Intuition (20); Learned (16); Know how (15); Not formal (13); Action (12); Expertise (11); Culture (10); Contingency based (9); Environment (9); Externalisation (9); Knowing (9); Not easily communicated (9); Practical (9); Sub-consciousness (9); Understanding (9); Cognitive (8), Internalisation (8); Mental models (8); Not directly taught (8); Not easily transmitted (8); Process (8); Abilities (7); Apprenticeship (7); Low environmental support (7); Management (7); Practice (7); Society (7); Two dimensional (7); Behaviour (6); Beliefs (6); Conscious (6); Direct contact (6); Face to face transfer (6); Goal attainment (6); Inferences (6); Learning by doing (6); Maxims (6); Non-awareness (6); Pattern recognition (6); Perceptions (6); Procedural in nature (6); Routine (6); Subjectivity (6); Tasks (6); Technology (6); Values (6); Common sense (5); Decision making (5); Embodied (5); Implicit (5); Implied (5); Information (5); Judgement (5); No idea (5); Not easily codifiable (5); Sharing (5); Taken for granted (5); Unconscious (5); Everyday situations (4); Interaction (4); Job knowledge (4); Know more than we can tell (4); Not easily formalised (4); Not formal instruction (4); Others (4); Physical control (4); Riding a bicycle (4); Rule (4); Schema (4); Time (4); Touch sensitivity (4); Wisdom (4); Abstraction (3); Access constraints (3); Awareness (3); Communal (3); Competitive advantage (3); Embedded (3); Emotions (3); Experientially established cognitive structures (3); Focal awareness (3); Groups (3); Holism (3); Ideals (3); Importance of language (3); Information retrieval (3); Insight (3); Learning by using (3); Meaning (3); Mind (3); Motor skills (3); Observation (3); Oneself (3); Particular uses/particular situations (3); Performance (3); Practical intelligence (3); Procedures (3); Resistance to revelation (3); Rules of thumb (3); Selective comparison (3); Semantics (3); Sense perception (3); Transmission (3).
Show more

11 Read more

Techniques and Technologies to Support the Transfer of Tacit Knowledge Among Co-located Teams

Techniques and Technologies to Support the Transfer of Tacit Knowledge Among Co-located Teams

insight into what makes it tacit. Nine distinct, however not mutually exclusive types of tacit knowledge were identified through this research: Skill, Cause-effect, Cognitive, Composite, Cultural, Unlearning, Taboo, Human, and Emotional. Each type can be discerned with its unique set of elements that is essentially responsible for it being tacit, or subjective. In addition, the relationship between the problematic nature of knowledge and its transferability is explored. Various knowledge transfer channels are examined for their richness. Results indicated that no transfer channel was rich independently of the knowledge it transfers, and that all effective channels involved an active 'pull' of the knowledge by its recipient.
Show more

43 Read more

Entrepreneurship Education: Tacit Knowledge and Innovation Transfer. An Analysis Through Nonaka’s Model

Entrepreneurship Education: Tacit Knowledge and Innovation Transfer. An Analysis Through Nonaka’s Model

Several authors have studied the impact of entrepreneurship education programs in general; a few, however, have been interested in investigating the impact of each component of the program on the studied variables. It is interesting to study the impact of each of these components in order to assess their relevance and to continuously improve the content. Nonaka's model allows us to understand the transmission of knowledge in the context of a company in a very practical way. This can lead to an in-depth reflection on the contribution of each component of a training program in entrepreneurship. Moreover, it is clear, as often cited in the literature of entrepreneurship education, that some methods should be preferred in these programs. These would be capable of transmitting tacit knowledge (in the form of experiences, personal capabilities ...) instead of explicit knowledge that aspiring entrepreneurs can find in books and manuals. Participation in conferences, fairs, forums, etc. can allow future entrepreneurs to explore the business environment, discover opportunities and have new ideas that can lead to creativity and innovation. This knowledge is crucial in entrepreneurship, given the importance of real experiences.
Show more

12 Read more

The role of tacit and codified knowledge within technology transfer 
		program on technology adaptation

The role of tacit and codified knowledge within technology transfer program on technology adaptation

In essence, adaptation is ensuring that something is suitable for a designated purpose, or fitting something into a system where it could not be fitted before. This invokes consideration of processes that lead to the modification of things to fit varied circumstances different from where they came from [15]. In the 1960s, several economists explained how technologies could be diffused among countries. Differences among the ability of nations to develop technology and adapt it into their particular circumstances were the primary cause of the varying ability to appropriate what others had innovated [16]. Technological progress, according to Arrow [17], is endogenous, because superior technology is embodied in new capital goods and can be acquired through ‘learning by doing’, however, this concept is not able to explain the improvements in technologies that arose from the investment by individual firms in research and development [18]. By assuming the presence of an explicit technology-producing sector, it explained how diffusion could help transfer better technologies.
Show more

8 Read more

Successor features for transfer in reinforcement learning

Successor features for transfer in reinforcement learning

Reinforcement learning (RL) provides a framework for the development of situated agents that learn how to behave while interacting with the environment [21]. The basic RL loop is defined in an abstract way so as to capture only the essential aspects of such an interaction: an agent receives observations and selects actions to maximize a reward signal. This setup is generic enough to describe tasks of different levels of complexity that may unroll at distinct time scales. For example, in the task of driving a car, an action can be to turn the wheel, to make a right turn, or to drive to a given location. Clearly, from the point of view of the designer it is desirable to describe a task at the highest level of abstraction possible. However, by doing so one may overlook behavioral patterns and inadvertently make the task more difficult than it really is. The action of driving to a location clearly encompasses the action of making a right turn, which in turn encompasses the action of turning the wheel. In learning how to drive an agent should be able to identify and to exploit such interdependencies. More generally, the agent should be able to break a task in smaller subtasks and use knowledge accumulated in any subset of those to speed up learning in related tasks. This process of leveraging knowledge acquired in one task to improve performance on another task is usually referred to as transfer.
Show more

13 Read more

Modelling the Knowledge Transfer Process between Founder and Successor in Vietnamese Family Businesses Succession

Modelling the Knowledge Transfer Process between Founder and Successor in Vietnamese Family Businesses Succession

Bell, R. & Pham, T.T. (2020) Modelling the Knowledge Transfer Process between Founder and Successor in Vietnamese Family Businesses Succession, Journal of Family Business Management. 10.1108/JFBM-03-2020- 0024 identifies the importance of the relationship quality between the successor and the founder and its link to the connection between the founder’s motivation to impart knowledge and the successor’s motivation to gain knowledge. It also highlights that pursuing higher education is viewed as improving the successor’s cognitive and reflective abilities. Gaining external work experience was also considered to be a positive factor in most of the cases. In addition, the data emphasized the role of the successor’s mother, implying that a close family member with affinity for and trust of both parties may be another key factor in maintaining relationship quality in this context. The model also sheds light on factors that may hinder the process of knowledge transfer in a Vietnamese family business.
Show more

32 Read more

Facilitating knowledge transfer based on a resource based view of tacit knowledge stock: a skills assessment perspective

Facilitating knowledge transfer based on a resource based view of tacit knowledge stock: a skills assessment perspective

Email: Mustafa.ally@usq.edu.au Abstract Resource Based View posits the use of internal resources for competitive advantage which is often evaluated using four questions on value, rarity, imitability and organisation, also known as the VRIO framework. We focus on the organisational resource of tacit knowledge – characterized by knowledge that is difficult to transfer. Knowledge transfer begins with the identification of knowledge stock. Using the Design Science Research Methodology, we develop and evaluate a skills assessment method to measure tacit knowledge stock of an organisation based on the Skills Framework of the Information Age (SFIA). The method is evaluated in an Australian bank during its digital innovation initiative. We found that knowledge transfer is most effective when the person or party that is transferring knowledge has prior understanding of the receivers’ knowledge stock. This finding has significant implications to practice in the area of knowledge management.
Show more

11 Read more

TACIT KNOWLEDGE MANAGEMENT: A REVIEW

TACIT KNOWLEDGE MANAGEMENT: A REVIEW

The creativity necessary for innovation derives not only from obvious and visible expertise, but from invisible Reservoirs of experience which need to get vitalized first, before using these in the innovation process. Tacit knowledge can be gained both in and outside the organization. Inside the organisation, by deciding what existing tacit knowledge capabilities the members in the organisation carry themselves and what improvement could be made to build up the accumulated learning of the individuals and, therefore, enhance the tacit know-how competence. Outside the organisation, by trying to gain tacit knowledge and skills from other firms, through recruiting the right individuals with the requisite education or work experience, or by acquiring parts of or whole new companies, or by engaging appro- priate consultants or by building networks with other companies. It is made clear that tacit knowledge is gained and vitalised throughout all functions and stages of a company’s operations. The key degree of tacit knowledge transfer is Face-to-face interaction, close relationships formed to have informal interaction and physical demonstration of skills. Most of the Asian companies focus on face-to-face collaborative knowledge sharing, use telephone, voice-mail and real-time video conferencing to transfer tacit knowledge. As tacit knowledge is hard to communicate and express in words. So in order to disseminate it in an organization – common ground of communication between particular units, mutual trust, and analogical way of thinking is needed. “The contact zone” therefore is needed, where units can have a direct contact with one another. One of the few ways to make knowledge more accessible is to enable more conversations to take place in online environments such as forums, weblogs and wikis. In this way sharing is easier and more accessible than by more formalised processes and by making these conversations "linky" people can navigate them, point to the good stuff and build up a collective memory of what was useful.
Show more

12 Read more

Show all 10000 documents...