The organizational routine—defined here as a coordinated, repetitive set of organizational activities—is an important element of organizational learning and knowledge management. Some scholars even consider routines to be the only source of sustainable strategic advantage for firms. Yet we know little about the actual operation of routines, particularly what makes them work well. This study hel...

Tacit knowledge is embedded in people’s experiences, expertise, know-how, skills, techniques, insights, judgments, actions or behaviors. This knowledge is a source of innovation that can provide dynamic responses to context specific problems. Effective exploitation and management of tacit knowledge is critical, but the subject of tacit knowledge in general and the process of its externalization...

Tacit knowledge was originally introduced into the professional literature by Michael Polanyi (1946, 1966, 1976), and later made popular by Sternberg and his colleagues (e.g. Sternberg et al., 2000; Wagner & Sternberg, 1985). Tacit knowledge is best characterized as context-specific, procedural knowledge that is gained from personal experience, rather than through direct training or instruction...

Purpose – This paper aims to report on an empirical case study, (single case multi-site) employing both a ‘‘hard’’ and ‘‘soft’’ method. The tangible, visible component of the study was the production of a database whose fields were to be the source of tacit knowledge emergence. Design/methodology/approach – The proposition was that the possibility for the capture of tacit knowledge was subject ...

Tacit knowledge was originally introduced into the professional literature by Michael Polanyi and later made popular by researchers in a variety of domains. Measuring this implicit form of procedural knowledge requires multiple approaches to adequately “capture” what is often known, but not easily articulated. The present study combines use of Sternberg et al.’s framework for capturing domain-s...

a r t i c l e i n f o Keywords: Tacit knowledge exchange Salespeople Marketing success Marketing process innovation Marketing efficiency Marketing effectiveness Social networks Successful organizations adapt their marketing strategies to marketplace changes. Boundary spanners, such as salespeople, because they are able to embed themselves in social networks outside the organization, play a key ...

This paper advances the claim that tacit knowledge has been greatly misunderstood in management studies. Nonaka and Takeuchi’s widely adopted interpretation of tacit knowledge as knowledge awaiting “translation” or “conversion” into explicit knowledge is erroneous: contrary to Polanyi’s argument, it ignores the essential ineffability of tacit knowledge. In the paper I show why the idea of focus...

Purpose – The purpose of this paper is to look at some of the factors that influence the transfer of tacit knowledge between two product development partners. Design/methodology/approach – Research involved the collection of both qualitative and quantitative data. The qualitative data was based on 13 interviews with various individuals, representing three companies, charged with integrating ext...

spin-offs, or holdings. We intend to show that such orEmployees are motivated intrinsically as well as extrinsically. ganizational forms are suitable only under special circumIntrinsic motivation is crucial when tacit knowledge in and bestances defined by specific aspects of knowledge and motween teams IIILIS~be transferred. Organizational forms enable tivation. In line with the knowledge-based...

Tacit knowledge plays an important role in decision making that is why, in this paper, we introduce a new approach based on tacit knowledge for decision process. Our approach is based on a practical case study in the field of second hand vehicle purchase. This paper proposes ideas and research issues on how to tackle tacit knowledge for decision process with cost-benefit and multicriteria analy...