Evaluating a Tacit Knowledge Sharing Initiative: A Case Study

Autor/inn/en	Gubbins, Claire; Corrigan, Siobhan; Garavan, Thomas N.; O'Connor, Christy; Leahy, Damien; Long, David; Murphy, Eamonn
Titel	Evaluating a Tacit Knowledge Sharing Initiative: A Case Study
Quelle	In: European Journal of Training and Development, 36 (2012) 8, S.827-847 (21 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	2046-9012
DOI	10.1108/03090591211263558
Schlagwörter	Foreign Countries; Knowledge Management; Nonverbal Communication; Experience; Measures (Individuals); Research Design; Case Studies; Manufacturing; Organizational Culture; Information Transfer; Expertise; Computation; Cost Effectiveness; Ireland + Suchen Sie Ihr Suchwort? Ausland; Wissensmanagement; Non-verbal communication; Nonverbale Kommunikation; Erfahrung; Messdaten; Forschungsdesign; Case study; Fallstudie; Case Study; Herstellung; Unternehmenskultur; Informationsübertragung; Expert appraisal; Kosten-Nutzen-Analyse; Kosten-Nutzen-Denken; Irland
Abstract	Purpose: This paper aims to present a case study illustrating the issues involved in the tacit knowledge conversion process and to determine whether such conversion delivers value to the organisation in terms of business value and return on investment (ROI). Design/methodology/approach: A single-case multiple baseline participants experimental design, replicated across two participants, was utilised. Aaron's KM V-model of evaluation is utilised to determine the ROI of the initiative. Findings: While the evaluation of the tacit knowledge conversion initiative suggests positive value to the business; analysis of the conversion process also reveals a number of individual level factors, which reinforce the challenges associated with efforts to access, capture and share expert tacit knowledge. Research limitations/implications: The results of this study may stimulate further research on tacit knowledge management processes, and specifically the influence of the individual in the success or failure of these initiatives. Practical implications: The paper presents an actual case study situation that reveals the micro-level issues involved in converting tacit expert knowledge. Originality/value: The paper addresses three important areas; it makes an effort to focus on tacit rather than explicit knowledge management, it takes steps to evaluate a tacit knowledge management initiative in terms of its tangible business value, and it pays attention to the influence of the individual in knowledge management processes, which are inherently driven by the individual. (Contains 4 tables.) (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10