Abstract
In the corporate world, tacit knowledge is becoming recognised as a differentiator. The value and necessity of focusing on leveraging tacit knowledge are highlighted via a literature study. The important themes covered in this review are the knowledge generation process, information sharing, behaviours that influence tacit knowledge sharing, sharing strategies, and so on. The research examines the different factors that lead to the industrial exploitation of tacit knowledge. To address the research gaps identified, the authors attempt to propose possibilities for future research in this area of discourse. The authors feel that the provided issues for future research will aid academics in further exploring the potential of tacit knowledge exploitation in the sectors, in addition to the research work done by many scholars in the tacit knowledge domain. The authors are conscious that this article has certain limitations because it focuses on tacit knowledge in the industry, although the impact of tacit knowledge in other sectors needs to be investigated as well. This study could lead to new approaches for businesses to tap into the potential of tacit knowledge held by their staff through knowledge production and sharing.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Similar content being viewed by others
References
I. Nonaka, H. Takeuchi, Knowledge-Creating Company (Knowledge-Creating Company, 1991, 1995)
J.G. Woods, From decreasing to increasing returns: the role of Tacit knowledge capital in firm production and industrial growth. J. Knowl. Econ. 10(4), 1482–1496 (2019). https://doi.org/10.1007/s13132-016-0351-2
I. Nonaka, R. Toyama, A. Nagata, A Firm as a Knowledge-creating Entity: A New Perspective on the Theory of the Firm (Japan, 2000)
D. Chawla, H. Joshi, Knowledge management practices in Indian industries—a comparative study. J. Knowl. Manag. 14(5), 708–725 (2010). https://doi.org/10.1108/13673271011074854
J. Hao, Q. Zhao, Y. Yan, G. Wang, A review of tacit knowledge: current situation and the direction to go
M. Polanyi, The tacit dimension, knowledge in organizations, ed by L. Prusak (1966)
I. Nonaka, The Knowledge-Creating Firm (Harvard Business Review, 1991)
T. Haldin-Herrgard, Difficulties in diffusion of tacit knowledge in organizations. J. Intell. Capital 1(4.), 357–365 (2000). https://doi.org/10.1108/14691930010359252
J. Howells, Tacit knowledge, innovation and technology transfer. Technol. Anal. Strate. Manag. 8(2), 91–106 (1996). https://doi.org/10.1080/09537329608524237
K. Jones, L.N.K. Leonard, From Tacit Knowledge to Organizational Knowledge for Successful KM (2009), pp. 27–39. https://doi.org/10.1007/978-1-4419-0011-1_3
L. Paolino, D. Lizcano, G. López, and J. Lloret, A multiagent system prototype of a tacit knowledge management model to reduce labor incident resolution times. Appl. Sci. (Switzerland) 9(24) (2019). https://doi.org/10.3390/app9245448
H.K. Mohajan, Sharing of tacit knowledge in organizations: a review (2016). [Online]. Available http://www.openscienceonline.com/journal/ajcse
M. Polanyi, Tacit knowing: its bearing on some problems of philosophy. Rev. Mod. Phys. 34(4) (1962). https://doi.org/10.1103/RevModPhys.34.601
M.A. Fauzi, N. Paiman, A critical review of knowledge sharing in various industries and organizations. Int. J. Sci. Technol. Res. 8 (2020) [Online]. Available www.ijstr.org
C.H. Chuang, S.E. Jackson, Y. Jiang, Can knowledge-intensive teamwork be managed? Examining the roles of HRM systems, leadership, and tacit knowledge. J. Manag. 42(2), 524–554 (2016). https://doi.org/10.1177/0149206313478189
D. Lesjak, S. Natek, Knowledge management systems and tacit knowledge. Int. J. Innov. Learn. 29(2), 166 (2021). https://doi.org/10.1504/ijil.2021.10034239
J. Roberts, From know-how to show-how? Questioning the role of information and communication technologies in knowledge transfer. Technol. Anal. Strat. Manag. 12(4), 429–443 (2000). https://doi.org/10.1080/713698499
I. Nonaka, G. von Krogh, Tacit knowledge and knowledge conversion: controversy and advancement in organizational knowledge creation theory. Organ. Sci. 20(3), 635–652 (2009). https://doi.org/10.1287/orsc.1080.0412
I. Nonaka, R. Toyama, T. Hirata, Managing flow a process theory of the knowledge-based firm-managing flow. https://doi.org/10.1057/9780230583702preview
A. Abdelwhab Ali, D.D.D. Panneer Selvam, L. Paris, A. Gunasekaran, Key factors influencing knowledge sharing practices and its relationship with organizational performance within the oil and gas industry. J. Knowl Manag. 23(9), 1806–1837 (2019). https://doi.org/10.1108/JKM-06-2018-0394
D.J. Teece, The market for know-how and the efficient international transfer of technology. Ann. Am. Acad. Polit. Soc. Sci. 458(1), 81–96 (1981). https://doi.org/10.1177/000271628145800107
H.F. Lin, Knowledge sharing and firm innovation capability: an empirical study. Int. J. Manpower 28(3–4), 315–332 (2007). https://doi.org/10.1108/01437720710755272
D.R. Williams, Knowledge transfers in the US biopharmaceutical market during a time of transition. J. Pharma. Innov. 15(3), 445–454 (2020). https://doi.org/10.1007/s12247-019-09395-3
R. Teigland, M. Wasko, Knowledge transfer in MNCs: examining how intrinsic motivations and knowledge sourcing impact individual centrality and performance. J. Int. Manag. 15(1), 15–31 (2009). https://doi.org/10.1016/j.intman.2008.02.001
R. van Wijk, J.J.P. Jansen, M.A. Lyles, Inter-and intra-organizational knowledge transfer: a meta-analytic review and assessment of its antecedents and consequences (2008)
T. Kostova, Transnational transfer of strategic organizational practices: a contextual perspective (1999)
A.C. Inkpen, E.W.K Tsang Wayne, Knowledge transfer (2005)
R. Bouncken, M.M. Aslam, Understanding knowledge exchange processes among diverse users of coworking-spaces. J. Know. Manag. 23(10), 2067–2085 (2019). https://doi.org/10.1108/JKM-05-2018-0316
P. Busch, Tacit Knowledge in Organizational Learning (IGI Pub, 2008)
P. Wethyavivorn, W. Teerajetgul, Tacit knowledge capture in Thai design and consulting firms. J. Constr. Developing Countries 25(1), 45–62 (2020). https://doi.org/10.21315/jcdc2020.25.1.3
B. Saeed, A. Mahmood, and A. Saeed, Tacit knowledge sharing in technology-based firms: role of organization citizenship behavior and perceived value of knowledge. Int. J. Sci. Technol. Res. (2020) [Online]. Available www.ijstr.org
P. Dogra, A.E. Sparkling, Supervisors’ reliance on tacit knowledge and impediments to knowledge sharing in trades
Z. Chen, D. Vogel, T. Yang, J. Deng, The effect of social media-enabled mentoring on online tacit knowledge acquisition within sustainable organizations: a moderated mediation model. Sustainability (Switzerland) 12(2) (2020). https://doi.org/10.3390/su12020616
K. Plangger, M. Montecchi, I. Danatzis, M. Etter, J. Clement, Strategic enablement investments: exploring differences in human and technological knowledge transfers to supply chain partners. Ind. Mark. Manag. 91, 187–195 (2020). https://doi.org/10.1016/j.indmarman.2020.09.001
A.C. Inkpen, A. Dinur, Knowledge management processes and international joint ventures. Organ. Sci. 9(4), 454–468 (1998). https://doi.org/10.1287/orsc.9.4.454
D. Asher, M. Popper, Tacit knowledge as a multilayer phenomenon: the ‘onion’ model. Learning Organ. 26(3), 264–275 (2019). https://doi.org/10.1108/TLO-06-2018-0105
A.S. Reber, An evolutionary context for the cognitive unconscious. Philosophical Psychol. 5(1), 33–51 (1992). https://doi.org/10.1080/09515089208573042
G. Csibra and G. Gergely, Natural pedagogy as evolutionary adaptation. Philosophical Trans. Roy. Soc. B: Biolog. Sci. 366(1567). 1149–1157 (2011). (Royal Society). https://doi.org/10.1098/rstb.2010.0319
M. Bhardwaj, J. Monin, Tacit to explicit: an interplay shaping organization knowledge. J. Knowl. Manag. 10(3), 72–85 (2006). https://doi.org/10.1108/13673270610670867
T. Gavrilova, T. Andreeva, Knowledge elicitation techniques in a knowledge management context. J. Knowl. Manag. 16(4), 523–537 (2012). https://doi.org/10.1108/13673271211246112
M. Sh, Al-Qdah, J. Salim, A conceptual framework for managing tacit knowledge through ICT perspective. Procedia Technol. 11, 1188–1194 (2013). https://doi.org/10.1016/j.protcy.2013.12.312
M. Supanitchaisiri, O. Natakuatoong, S. Sinthupinyo, The innovative model for extracting tacit knowledge in organisations (2020)
R. Seidler-de Alwis and E. Hartmann, The use of tacit knowledge within innovative companies: knowledge management in innovative enterprises. J. Knowl. Manag. 12(1), 133–147 (2008). https://doi.org/10.1108/13673270810852449
J.-N. Ezingeard, S. Leigh Ernst, Y. Rebecca Chandler-Wilde, J.-N. Ezingeard, S. Leigh, R. Chandler-Wilde, Knowledge management at Ernst & Young UK: getting value through knowledge flows (2000). [Online]. Available http://aisel.aisnet.org/icis2000/93
I. Nonaka and A. Y. Lewin, A dynamic theory of organizational knowledge creation
P. Letmathe, M. Rößler, Tacit knowledge transfer and spillover learning in ramp-ups. Int. J. Oper. Prod. Manag. 39(9–10), 1099–1121 (2019). https://doi.org/10.1108/IJOPM-08-2018-0508
P.M. Hildreth, C. Kimble, The duality of knowledge (2002)
S.M. Ferdous Azam, J. Tham, A. Albattat, Psycho-social perspectives of knowledge sharing and job performance in Malaysia: conceptual articulation. [Online]. Available www.ijstr.org
J.Cárcel-Carrasco, J.A. Cárcel-Carrasco, E. Peñalvo-López, Factors in the relationship between maintenance engineering and knowledge management. Appl. Sci. (Switzerland) 10(8) (2020). https://doi.org/10.3390/APP10082810
I. Nonaka, R. Toyama, Strategic management as distributed practical wisdom (phronesis). Ind. Corp. Change 16(3), 371–394 (2007). https://doi.org/10.1093/icc/dtm014
A. Daghfous, O. Belkhodja, Managing talent loss in the procurement function: insights from the hospitality industry. Sustainability (Switzerland) 11(23) (2019). https://doi.org/10.3390/su11236800
O. Ibert, Towards a geography of knowledge creation: the ambivalences between ‘knowledge as an object’ and ‘knowing in practice’. Reg. Stud. 41(1), 103–114 (2007). https://doi.org/10.1080/00343400601120346
J.R. Gamble, Tacit vs explicit knowledge as antecedents for organizational change. J. Organ. Change Manag. 33(6), 1123–1141 (2020). https://doi.org/10.1108/JOCM-04-2020-0121. (Emerald Group Holdings Ltd.)
K.E. Sveiby, Disabling the context for knowledge work: The role of managers’ behaviours. Manag. Decis. 45(10), 1636–1655 (2007). https://doi.org/10.1108/00251740710838004
R. Anwar, M. Rehman, K.S. Wang, M.A. Hashmani, Systematic literature review of knowledge sharing barriers and facilitators in global software development organizations using concept maps. IEEE Access 7, 24231–24247 (2019). https://doi.org/10.1109/ACCESS.2019.2895690
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2023 The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd.
About this paper
Cite this paper
Saini, P., Chitrao, P. (2023). Exploiting Tacit Knowledge: A Review and Possible Research Directions. In: Zhang, YD., Senjyu, T., So-In, C., Joshi, A. (eds) Smart Trends in Computing and Communications. Lecture Notes in Networks and Systems, vol 396. Springer, Singapore. https://doi.org/10.1007/978-981-16-9967-2_73
Download citation
DOI: https://doi.org/10.1007/978-981-16-9967-2_73
Published:
Publisher Name: Springer, Singapore
Print ISBN: 978-981-16-9966-5
Online ISBN: 978-981-16-9967-2
eBook Packages: EngineeringEngineering (R0)Springer Nature Proceedings excluding Computer Science
