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Tacit Knowledge Codification Groundhog Day
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AI
DOI：10.1080/10429247.2025.2611821.png)
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Abstract
En 中文
A case study using participatory action research was conducted on a medium-sized manufacturing facility. The organization was endeavoring to transfer the competitive tacit knowledge (called tribal knowledge within the company) held by long serving employees to the general workers. Attempts to codify the tacit knowledge proved problematic because uncertainty of the reliability of the information obtained. Implementing changes resulting from learnings was met with resistance from some workers, which was sometimes justified. External specialists brought in to assist appeared to lack sufficient knowledge of the specific intricacies of the company to provide material benefit. The lack of certainty within managerial situations prevented a clear recognition that a surge in demand post COVID stemmed from orders being placed by customers not believing all would be filled. After a 15-year effort, many of the management team concluded that perhaps the effort to codify tacit knowledge was greater than any realized benefit. Increased employee turnover resulted in a net loss of tacit knowledge despite the efforts to transfer it to an explicit form. On-the-job task completion under supervision is suggested to be the best choice for transferring tacit knowledge based on the findings.
Keywords:
Case Study
employee retention
knowledge management
participatory Action Research
tacit Knowledge
Engineering Management Profession
Knowledge Management
Leadership
Supply Chain Management
Journal
E
IF:
2.6
Papers:
27
Citations:
0
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