Enabling Tacit Knowledge Diffusion through Meta-abilities for Organizational Learning

The diffusion of tacit knowledge is pervasive in the organizational learning (OL) process. However diffusing tacit knowledge, a transparent and subjective form of knowledge, needs an individual’s ability to externalize and sharing of this knowledge. To undertake this, a conceptual framework based on diffusion theory and meta-abilities is proposed. The framework suggests that meta-abilities create individual influencing skills and sharing attitudes, and, on the other hand, influencing skills and sharing attitudes externalize tacit knowledge through the medium of ideas, actions, reactions and reflection. Knowledge stewards’ document externalized tacit knowledge thereby making it available to systems analysts for future information systems (IS) development. The framework is tested using a case study in Malaysia. It is concluded that the future focus when examining the diffusion of tacit knowledge should be toward an individual’s meta-abilities development. There should also be an impetus towards creating the right organizational culture and infrastructure that promotes tacit knowledge sharing and externalisation within and between employees.