Tacit Knowledge Transfer in Small Segment of Small Enterprises

Although small businesses are considered to be engine for the modern economy, they are certainly not leaders with regards to implementing brand new advances like tacit knowledge transfer procedures. Tacit knowledge is frequently referenced as skill, know-how and expertise that are embedded in every individual in an corporation. The vital skills and competences of workers are intangible assets and firms’ intellectual resources. In this context, the tacit dimension of knowledge is actually crucial to be transferred among individuals, either in tacit or explicit form, to develop the core capabilities of small businesses. The existent Knowledge Management (KM) research has been primarily centered on big businesses, 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 among the less explored areas within KM due to the difficulty to codify, formulate or express it. Regardless of this fact, it is regarded as “some kind of Holy Grail which will allow magnificent things to happen once the codes of tacit knowledge have been deciphered”.


1. Introduction
1.1 Background
1.2 Problem Discussion
1.3 Purpose
1.3.1 Research Questions
1.4 Scope
1.5 Delimitation
1.6 Disposition
2. Methodology
2.1 Scientific Approach
2.2 Classification of Study
2.2.1 Types of Study
2.2.2 Qualitative versus Quantitative
2.2.3 Study of different cases
2.2.4 Research Approach
2.3 Collection of Data
2.3.1 Types of Data
2.3.2 Practical Procedure Types of Interview Conducting Interview
2.3.3 Sources of Secondary Data
2.3.4 Processing data
2.4 Discussion of Method
2.4.1 Validity
2.4.2 Reliability
2.4.3 Generalization of result
3. Theoretical Framework
3.1 Knowledge Management in Small enterprises
3.1.1 Defining Small Enterprises
3.1.2 Knowledge Management
3.1.3 Knowledge Management in Small and Medium Size Enterprises
3.2 Knowledge
3.2.1 Knowledge definition
3.2.2 Knowledge transfer
3.2.3 Tacit knowledge Vs. Explicit knowledge
3.3 Tacit Knowledge
3.3.1 What is tacit knowledge?
3.3.2 Organizational Learning Organizational Culture
3.3.3 Transfer of tacit knowledge Tacit to tacit: sharing of tacit knowledge
Learning by observation and learning by example
Common sense and shared vision in groups
Mentoring Tacit to explicit: codification of tacit knowledge
Tacit to explicit transfer methods
3.3.4 Problems of Tacit Knowledge Transfer
Lack of absorption and retentive capacity
Lack of value of one’s intuition
Unaware of own knowledge
Causal ambiguity
Unwillingness to share tacit knowledge
Lack of common language
Lack of motivation
Tacit knowledge not perceived as reliable
3.4 Theoretical Model
4. Empirical Research
4.1 Background of the Companies
4.1.1 Zenterio
4.1.2 SysPartner
4.2 Sharing knowledge
4.3 Codification of Knowledge
4.4 Tacit Knowledge transfer without conversion
4.2.1 Transmission of tacit knowledge
4.2.2 Mentorship
4.2.3 Transfer at a personal level
4.2.4 Storytelling
4.2.5 Common Culture
4.2.6 Advices and Trust
4.2.7 Time to transfer tacit knowledge and meeting places
4.2.8 Sharing tacit knowledge and its benefit
5. Analysis
5.1 Tacit knowledge transfer
5.1.1 Tacit to tacit Transfer at personal level Transfer at interpersonal level
Common Culture
5.1.2 Tacit to Explicit
5.1.3 Learning Dimensions
5.2 Critical points when transferring tacit knowledge
5.2.1 Tacit to tacit problems
5.2.2 Interpersonal problems
5.2.3 Common problems
6. Conclusions
6.1 Result
6.2 Final Model
6.3 Discussion
6.4 Future Research……….

Source: Linköping University

Download URL 2: Visit Now

Leave a Comment