Rozprawy doktorskie na temat „Tacit”

Today we are living in a knowledge-society where knowledge sharing is of utmost importance for companies in order to keep their competitiveness. Therefore, it is a much debated issue - in both the academic and the corporate world - in what way one should handle the knowledge which continuously is created within companies. The aim of this study is to describe how practitioners share tacit knowledge within a large knowledge company. By that we aim to get an answer to how the chosen theoretical models regarding tacit knowledge relate to the empirical world. In this study we will focus on tacit knowledge in contrast to explicit one. Further we will not study knowledge sharing between organisations but concentrate on this process within them. We chose to approach the purpose of this study in a qualitative way by conducting interviews within a large knowledge-firm. The company was Systems Integration within the Ericsson-group where we held interviews with four persons familiar with knowledge. Furthermore, we have perceived that theories concerning the knowledge-sharing process are relatively fragmented. Therefore, we have built a model which links the different theories together in order to give a better overview of the whole process. Having conducted the study, we found that the case company to some extent handlesknowledge in line with the theories chosen. Furthermore, we came to the conclusion that some modifications in the model are necessary in order to achieve a successful knowledge-sharing process.

Higher education institutions (HEIs) could be among organizations without effective programs for preserving tacit knowledge (TK) when knowledge workers retire, quit, take a leave of absence, or are terminated. The theoretical underpinnings of this study were neuroscience related to brain learning physiology, transformational leadership theory, succession planning theory, and knowledge management theory. Research questions addressed (a) what is the level of awareness of the role of tacit knowledge in the administration of higher education, (b) what methods exist for capturing, sharing, and creating tacit knowledge that can be effectively integrated in succession planning, and (c) what unique elements exist in the administration of higher-education that either support or prevent tacit knowledge preservation, sharing, and creation through succession planning initiatives. Data collection involved interviews and document review at a Midwestern college. Findings included the need for trust and open communication and leader behavior to support optimal TK transfer. Participants were aware of TK and its importance and recognized a connection between TK and succession planning. Participants suggested high level activities; emphasized debriefing for verifying TK transfer, transfer of roles and responsibilities over time, continued access to mentors, and allocation of adequate time to deploy these steps in succession planning. The researcher developed a nine-step process model for integrating TK in institutions with a formal succession planning program. This process model includes organization-wide education and communication focused on the concepts of TK and involves steps for capture, measurement, and sustained retention of all forms of TK as part of institutional culture.

Background: Though small enterprises are regarded as engine for the modern economy, they are not pioneers when it comes to implementing new advances like tacit knowledge transfer procedures. Tacit knowledge is often referred as skill, know-how and expertise which are embedded in each individual in an organization. The critical skills and competences of employees are intangible assets and firms’ intellectual resources. In this context, the tacit dimension of knowledge is potentially important to be transferred among individuals, either in tacit or explicit form, to build the core capabilities of small enterprises.

Problem Discussion: The existent Knowledge Management (KM) research has been mainly focused on big companies, providing little information for small enterprises. Authors believe the lack of attention that those small enterprises are putting on the strategic management of their knowledge is worrying. Tacit knowledge is one of the less explored areas within KM due to the difficulty to codify, formulate or express it. Despite this fact, it is perceived as “some kind of Holy Grail that will enable magnificent things to happen as soon as the codes of tacit knowledge have been deciphered”.

Purpose: The purpose of this study is to increase the understanding of the transference of tacit knowledge among individuals within small segment of small enterprises.

Method: To gather the information pertaining to tacit knowledge transfer in the small segment of small enterprises, authors have performed a qualitative and explanatory research by conducting several interviews with two small companies.

Result: Tacit to tacit knowledge transfer has been identified as more relevant than tacit to explicit conversion in the small segment of small enterprises. Therefore the main drivers of the transference of tacit knowledge are learning at personal level and common culture. Time, cost and distance have been recognized as major problems for small enterprises when transferring tacit knowledge.

Organizations that value tacit knowledge transfer (TKT) have significant advantages over competitors. The knowledge management (KM) community has identified willingness to share and use information as a TKT barrier. Trust has been revealed as key for building effective organization relationships. This study examined stages of trust as a pathway to bridge barriers that affect TKT. It was theorized that, if stages of professional relationship trust existed, then employees would be willing to share and use tacit knowledge. This was the foundation and inspiration for learning methods to measure and improve TKT. This quantitative research used structural equation modeling to investigate the direct effects of calculus-based trust (CBT), knowledge-based trust (KBT) and identity-based trust (IBT) on willingness to share and use tacit knowledge. Each stage was investigated individually. Results indicated that CBT and KBT significantly influenced TKT among employees. Employees in the CBT and KBT stage were more willing to share and use tacit knowledge. The results confirmed that CBT and KBT were pathways that bridged gaps for learning how to overcome TKT barriers.

As a consequence of an aging workforce, electric utilities are at risk of losing their most experienced and knowledgeable electrical engineers. In this research, the problem was a lack of understanding of what electric utilities were doing to capture the tacit knowledge or know-how of these engineers. The purpose of this qualitative research study was to explore the tacit knowledge capture strategies currently used in the industry by conducting a case study of 7 U.S. electrical utilities that have demonstrated an industry commitment to improving operational standards. The research question addressed the implemented strategies to capture the tacit knowledge of retiring electrical engineers and technical personnel. The research methodology involved a qualitative embedded case study. The theories used in this study included knowledge creation theory, resource-based theory, and organizational learning theory. Data were collected through one time interviews of a senior electrical engineer or technician within each utility and a workforce planning or training professional within 2 of the 7 utilities. The analysis included the use of triangulation and content analysis strategies. Ten tacit knowledge capture strategies were identified: (a) formal and informal on-boarding mentorship and apprenticeship programs, (b) formal and informal off-boarding mentorship programs, (c) formal and informal training programs, (d) using lessons learned during training sessions, (e) communities of practice, (f) technology enabled tools, (g) storytelling, (h) exit interviews, (i) rehiring of retirees as consultants, and (j) knowledge risk assessments. This research contributes to social change by offering strategies to capture the know-how needed to ensure operational continuity in the delivery of safe, reliable, and sustainable power.

"Might makes right," so the saying goes. What does this mean? What does it mean to say that humans live by this saying? How can this saying that is considered by almost all as an expression of injustice play a justificatory role practically universally and ubiquitously? How can it be repulsive and yet, nonetheless, attractive as an explanation of the ways of the world? Why its long history?

I offer a non-cynical explanation, one based on a re-interpretation of the saying and of both recognized and unrecognized related phenomena. This re-interpretation relies on the notion of a tacit justification for violence.

This non-cynical, re-interpretive explanation exposes the ambiguity of the saying and the consequential unwitting, self-deceptive, fallacious equivocations that the ambiguity makes possible under common conditions. While this explanation, furthermore, focuses on thinking factors—specifically on fallacious thinking, on humans' unwittingly and self-deceptively committing the fallacy of equivocation—it does not deny the possible role of non-thinking factors; it only tries to show that the thinking factors are significantly explanatory.

What is the ambiguity? "Might makes right" expresses two principles. The first principle is the common meaning, namely, that the dominance of the mightier over the weaker is right. This principle is generally considered to be not a definition of justice but an expression of injustice. The second principle, which is almost universally shared in a tacit and unreflective way, is a principle of life, namely, that it is right for any living being to actualize its potential. This second principle is originary and thus primary, while the first principle is derivative and thus secondary. The use of all powers, natural or social, can be ultimately derived legitimately or illegitimately from this primary principle.

A common manifestation of "might makes right" is the unwitting abuse of power, an abuse that is not recognized as such by the so-called abuser, but that is rather suffered by this latter, who misapplies the second principle in situations that fall under the first principle, thereby unwittingly living by the saying, tacitly justifying abusive ways by it. This unwittingness calls for critical control and forgiveness.