Simulation of Tacit Knowledge Sharing among Organizations Using a Cellular Automaton Model

2012 ◽  
Vol 263-266 ◽  
pp. 3184-3187
Author(s):  
Yu Yu ◽  
Qin Fen Shi ◽  
Yang Huang
Keyword(s):  
Cellular Automaton ◽  
Knowledge Sharing ◽  
Bounded Rationality ◽  
Tacit Knowledge ◽  
Simulation Software ◽  
Cellular Automaton Model ◽  
Control Parameters ◽  
Model Based ◽  
Tacit Knowledge Sharing ◽  
Sharing Behavior

Knowledge entities can be divided into egoists and altruists based on the various behaviors of tacit knowledge entities out of bounded rationality in the knowledge sharing process. Focusing on the evolvement of tacit knowledge entities’ sharing behavior among organizations, this paper chose knowledge sharing benefits and knowledge sharing costs as control parameters, and a tacit knowledge sharing model based on Cellular Automaton was proposed. Effects of the two control parameters on knowledge sharing behaviors and strategies were simulated with NetLogo, a professional simulation software, and related suggestions were put forward based on the results, which would enhance the tacit knowledge sharing among organizations.

Impact of organizational culture and computer self-efficacy on knowledge sharing

2015 ◽  
Vol 115 (4) ◽  
pp. 590-611 ◽  
Author(s):  
Zhen Shao ◽  
Tienan Wang ◽  
Yuqiang Feng
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Self Efficacy ◽  
Enterprise Systems ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Tacit Knowledge Sharing ◽  
Sharing Behavior ◽  
Computer Self Efficacy

Purpose – The purpose of this paper is to examine the impact mechanism of organizational culture (OC) on Enterprise Resource Planning (ERP) user’s explicit and tacit knowledge-sharing behavior in the context of enterprise systems usage. Design/methodology/approach – Drawing from social cognitive theory, the authors developed a comprehensive model that integrates OC, computer self-efficacy and employees’ knowledge-sharing behaviors. In total, 343 valid questionnaires were collected from ERP users of 115 firms and structural equation modeling technique was used to test the model. Findings – Empirical results suggest that hierarchical culture that focusses on efficacy and uniformity is positively related with employees’ explicit knowledge sharing; group culture that focusses on trust and belonging is positively related with employees’ tacit knowledge sharing, and their relationship is fully mediated by employees’ computer self-efficacy. In addition, computer self-efficacy also partially mediates the relationship between rational culture and employees’ knowledge sharing. Practical implications – This study provides guidelines for top managers to enhance employees’ computer self-efficacy and facilitate employees’ knowledge-sharing behavior by developing appropriate type of OC. Originality/value – This study unpacks the mediating mechanism between OC and knowledge sharing, and contributes to the academic research of knowledge management in the context of enterprise systems assimilation.

scholarly journals The Enjoyment of Knowledge Sharing: Impact of Altruism on Tacit Knowledge-Sharing Behavior

2020 ◽  
Vol 11 ◽  
Author(s):  
Bojan Obrenovic ◽  
Du Jianguo ◽  
Diana Tsoy ◽  
Slobodan Obrenovic ◽  
Muhammad Aamir Shafique Khan ◽  
...  
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Knowledge Sharing Behavior ◽  
Tacit Knowledge Sharing ◽  
Sharing Behavior

scholarly journals Is Introversion an Obstacle in Tacit Knowledge Sharing through Socialization? A Study on how Personality Traits Influence Knowledge Sharing Behavior

2016 ◽  
Vol 12 (1) ◽  
Author(s):  
Anne Karete Nowers Hvidsten
Keyword(s):  
Personality Traits ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Negative Impact ◽  
Knowledge Based ◽  
Efficient Management ◽  
Knowledge Based Economy ◽  
Tacit Knowledge Sharing ◽  
Sharing Behavior

In today’s knowledge-based economy, efficient management of an organization’s intellectual capital is becoming increasingly important. Tacit knowledge, as opposed to explicit knowledge, is an organization’s most vital knowledge, and this knowledge should be shared among co-workers in an efficient way. It is therefore crucial for managers to be aware of which factors that have an either positive or negative impact on the sharing of tacit knowledge. Personality is a factor that influence tacit knowledge sharing. Tacit knowledge is best shared through practices that require social interaction. This paper investigates the relation between tacit knowledge sharing and introversion in particular. Introverts are perceived to be withdrawn, quiet, and to have poorer social skills than extraverts, and therefore might have an inhibiting effect on knowledge sharing. However, by examining existing literature, this paper shows that typical introverted personality traits serve as both motivators and obstacles in tacit knowledge sharing.

scholarly journals An Empirical Study of Employees’ Tacit Knowledge Sharing Behavior

2015 ◽  
Vol 3 (3) ◽  
pp. 264-278
Author(s):  
Juanru Wang ◽  
Jin Yang
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Self Efficacy ◽  
Structural Equation ◽  
Equation Modeling ◽  
Complex Product ◽  
Knowledge Sharing Behavior ◽  
Tacit Knowledge Sharing ◽  
It Support ◽  
Sharing Behavior

AbstractThis paper is to investigate how employees’ tacit knowledge sharing behavior is influenced by various antecedents. We propose that tacit knowledge sharing consists of three specific behaviors (i.e., socialization, externalization, and internalization) and they are influenced by four antecedents (trust, self-efficacy, knowledge tacitness, and IT support). A survey was conducted to collect data from 258 knowledge workers who worked on complex product development projects. Structural equation modeling was used to analyze the data. The results demonstrate that trust, self-efficacy, knowledge tacitness, and IT support significantly affect the externalization and internalization behaviors, and trust and IT support significantly affect the socialization behavior. This study is helpful to organizations where it is critical for employees to share tacit knowledge. It suggests that tacit knowledge is difficult to share and organizations should nurture mutual trust between employees, enhance their self-efficacy, and provide sufficient IT support so that they are more likely to engage in tacit knowledge sharing.

Tacit knowledge-sharing behavior among the academic staff

2018 ◽  
Vol 32 (5) ◽  
pp. 761-782 ◽  
Author(s):  
Muhammad Sabbir Rahman ◽  
Mahafuz Mannan ◽  
Md Afnan Hossain ◽  
Mahmud Habib Zaman ◽  
Hasliza Hassan
Keyword(s):  
Personality Traits ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Academic Staff ◽  
Higher Learning ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Tacit Knowledge Sharing ◽  
Learning Institutions ◽  
Sharing Behavior

PurposeThe purpose of this paper is to examine the critical success factor of tacit knowledge-sharing behavior among the academic staff of higher learning institutions.Design/methodology/approachA total of 200 questionnaires were distributed among the academic staff of higher learning institutions in Bangladesh. Collectively, 150 usable responses were returned. Apart from descriptive statistics, this research applied confirmatory factor analysis (CFA) and structural equation modeling (SEM) to assess the measurement model and test the research hypotheses.FindingsThe findings from this empirical examination show that all the Big Five personality traits affect tacit knowledge-sharing behavior among the academic staff of higher learning institutions, except conscientiousness personality trait. However, the role of motivation, self-efficacy and mutual trust are also playing a significant role in tacit knowledge-sharing behavior. The CFA, SEM analysis confirmed the proposed conceptual model with a good model fit.Research limitations/implicationsThe findings of this research contribute to the understanding of the role of personality traits and other antecedents which play a significant role for the academic staff tacit knowledge-sharing behavior which are interesting for policymakers and authorities of higher learning institutions. As there was no sampling frame, the researchers applied convenient sampling technique in choosing the respondents.Originality/valueThis research plays a pioneering role where it contributes to the growing literature on the relationships between personality traits and other factors to construct a model for the tacit knowledge behavior by considering academic staff of higher learning institutions from a developing country’s perspective.

Tacit Knowledge Management at the Kenya Institute for Public Policy Research and Analysis

Mousaion ◽  
2019 ◽  
Vol 36 (1) ◽  
Author(s):  
Omwoyo Bosire Onyancha ◽  
Gladys Njeri Mungai ◽  
Henry Nyabuto Kemoni
Keyword(s):  
Public Policy ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Policy Research ◽  
Primary Data ◽  
Intangible Asset ◽  
Research Approach ◽  
Public Policy Research ◽  
Observation Methods ◽  
Tacit Knowledge Sharing

Tacit knowledge is seen as difficult to be shared in an organisation owing to its intuitive, versatile and practice-based nature. Consequently, tacit knowledge is not well-understood or valued in most organisations and more so in public institutions. The purpose of the study was to investigate how the Kenya Institute for Public Policy Research and Analysis (KIPPRA) manages tacit knowledge as an intangible asset and also to recommend a framework or model for the management of tacit knowledge for a competitive advantage and development at the KIPPRA. The study adopted a qualitative research approach, with interviews and observation methods constituting the primary data collection methods. The study targeted 60 employees of KIPPRA consisting of researchers, young professionals, heads of divisions, a knowledge manager and administrative staff. The qualitative data collected were organised, categorised and reported verbatim. Among the key findings were that KIPPRA has the capacity for tacit knowledge sharing, capture, transfer and storage that have not been capitalised on. Further, employees experience challenges such as the identification and understanding of tacit knowledge, access to tacit knowledge sharing platforms, access to expertise with specific tacit knowledge, tacit knowledge hoarding, individualism, and ICT-related challenges in accessing tacit knowledge. Finally, the study recommends the adoption of a proposed framework for managing tacit knowledge at the KIPPRA.

scholarly journals The Nexus between Team Culture, Innovative Work Behaviour and Tacit Knowledge Sharing: Theory and Evidence

2021 ◽  
Vol 13 (8) ◽  
pp. 4333
Author(s):  
Cem Işık ◽  
Ekrem Aydın ◽  
Tarik Dogru ◽  
Abdul Rehman ◽  
Rafael Alvarado ◽  
...  
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Work Behavior ◽  
Frontline Employees ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Team Culture ◽  
Tacit Knowledge Sharing ◽  
Innovative Work ◽  
The Relationship

Tacit knowledge sharing is an essential intellectual capital for frontline employees in hotel enterprises. While the relationship of knowledge sharing with team culture (TC) and innovative work behavior (IWB) was investigated in the extant literature, little is known about the extent to which tacit knowledge sharing affects TC and IWB. In this regard, the purpose of this study is to investigate the role of tacit knowledge sharing in the relationship between TC and IWB. For this purpose, data were gathered from 360 department managers of Turkish 4–5 star hotels. The results were analyzed utilizing Smart PLS 3 using bootstrapping to determine the level of significance of the relationships between tacit knowledge sharing, TC and IWB. The results show statistically significant relationships between tacit knowledge sharing, TC and IWB. Moreover, tacit knowledge sharing has a mediating role in the relationship between team culture and innovative work behavior.

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