The effective creation of knowledge depends on the context. Knowledge is based on human activity, characterized by its dynamism and relationality. Different organizations approach knowledge management (KM) using various methods influenced by their context, goals, and the type of work they do. Routine task-based fields may focus on standardized procedures and explicit knowledge, whereas knowledge-intensive fields, such as expert roles or technology, might require advanced KM systems to harness tacit knowledge. (Dixon 2015; Von Krogh, Kazuo & Ikujiro 2000, 7.)
To evaluate knowledge sharing practices, focusing on tacit knowledge, it is meaningful to understand both the theoretical frameworks and the practical implementations within an organization. One effective model to consider is Nonaka and Takeuchi’s SECI model, which outlines four modes of knowledge conversion: Socialization, Externalization, Combination, and Internalization. The SECI model emphasizes the interaction between tacit and explicit knowledge, enabling the creation of new knowledge within the work community. In reviewing knowledge-sharing practices, I also utilized the framework from Von Krogh and colleagues’ “Enabling Knowledge Creation,” which includes five steps of knowledge creation and five knowledge enablers. This model provides a comprehensive approach to knowledge creation and sharing within an organization. (Nonaka & Takeuchi 1995, 61-62; Von Krogh, Kazuo & Ikujiro 2000, 7-8.)
In our organization, teamwork is a core component, and knowledge sharing is facilitated through regular team meetings, collaborative projects, and informal interactions. At the socialization level, sharing tacit knowledge requires direct interaction. I believe that leaders play a crucial role in disseminating both explicit and tacit knowledge to employees. In our organization, leaders engage in one-on-one meetings where tacit knowledge is transmitted through coaching and discussions. Additionally, informal interactions, such as career development tips from my manager, convey tacit knowledge subtly. In teams, tacit knowledge sharing occurs through training and workshops that discuss various case studies. Periodically, our leaders organize knowledge-sharing workshops, where they facilitate not only the sharing of expertise but also the accumulated knowledge from experience and specialization. At the external level, tacit knowledge is transformed into explicit knowledge by documenting the results of this sharing, for example in team files, thus combining new and old knowledge and communicating it back to the wider organisation.
Henri Inkinen’s review examined how KM-based leadership and organizational practices relate to firm performance. One significant conclusion shows that KM practices enhance firms’ innovation performance. Effective practices highlighted include the strategic management of knowledge and competencies, knowledge-based compensation, and the utilization of information technology. HRM (Human Resource Management) and a transformational leadership style, which includes idealized influence, were seen as significant in leveraging KM for better firm performance. Participative leadership was found favorable for knowledge application and learning. The success of KM was seen as heavily dependent on strategic planning and implementation, recognizing the importance of tacit knowledge and its effective sharing. Knowledge communities are typically organization-oriented tasks, but the role of leaders is to facilitate these communities, making them leader-oriented and thus people-centric KM practices. Innovation performance was notably influenced by “human-centered, technology-oriented, and process-oriented KM practices.” Strategic management of knowledge was emphasized in the studies. Essential strategic actions for successful KM included encouraging individual creativity and developing knowledge acquisition through inhuman channels. (Inkinen 2016, 237–241.)
To improve tacit knowledge sharing, I suggest enhancing socialization through knowledge-sharing platforms and structured mentoring programs. To boost socialization, we could implement an effective knowledge-sharing platform designed to promote social interaction and collaboration among employees. Such a knowledge-sharing space can be called a “Ba space,” which emphasizes interaction through the exchange of ideas and views to generate new knowledge (Nonaka & Takeuchi 1995, 61). Although Teams is familiar and effective, many find it challenging to locate relevant information amidst numerous folders. We could either enhance our documentation methods on Teams or choose a user-friendly platform like Notion or Confluence (Notion 2024; Confluence 2024). After selecting the platform, it is crucial to integrate it into daily work, making its adoption habitual rather than an additional burden. Encouraging participation, such as rewarding knowledge sharing, is important to harness as much valuable knowledge as possible for the organization. Forming communities of practice would be beneficial for in-depth knowledge from different areas of expertise. This idea would likely improve collaboration within teams and between leaders and employees, extending tacit knowledge sharing to informal interactions.
Another development idea is to establish a structured mentoring program that pairs less experienced employees with seasoned experts. This mentoring practice is already used in our onboarding program, where new employees receive a mentor to whom they can turn for questions and learning in various situations. The mentoring program should have a clear structure, goals, and expectations. Mentors would be trained in tacit knowledge sharing and supporting mentees. The next step would be to pair mentors and mentees based on skills, interests, and career goals. Regular meetings and feedback discussions should be scheduled to ensure the program’s effectiveness. A mentoring program could positively impact the transfer of tacit knowledge from experienced employees to new ones. Such a program is likely to positively influence employee development and retention, as experienced employees receive recognition for their expertise, and newer employees feel supported and valued in their development. By utilizing the SECI model and focusing on practices like socialization platforms and mentoring programs, our organization can foster a culture of continuous learning and knowledge exchange. This will enhance both individual and team performance and contribute to the overall success of the organization.
References:
Confluence 2024. Goodbye silos, hello teamwork. Create, share, and harness knowledge across teams. Website. https://www.atlassian.com/software/confluence?gclid=477391843b521a9ac463f7defe3e668a&gclsrc=3p.ds&&adposition=&adgroup=1309518785723485&campaign=470096970&creative=&device=c&keyword=confluence&matchtype=e&network=o&placement=&ds_kids=p74752260806&ds_e=MICROSOFT&ds_eid=700000001721838&msclkid=477391843b521a9ac463f7defe3e668a. Accessed: 01.06.2024
Dixon, Nancy 2015. Why different organizations do KM differently? Nancy Dixon. Video, published 20.8.2015. https://www.youtube.com/watch?v=6PEUI5-khjU. Accessed: 26.05.2024.
Inkinen, Henri 2016. “Review of empirical research on knowledge management practices and firm performance”. Journal of Knowledge Management 20 (2): 230-257. https://doi.org/10.1108/JKM-09-2015-0336. Accessed: 24.05.2024.
Nonaka, Ikujiro and Takeuchi, Hirotaka 1995. The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.
Notion 2024. Write, plan, organize, play. Turn ideas into actionwith Notion’s AI-powered workspace. Website. https://www.notion.so/. Accessed: 01.06.2024.
Von Krogh, George, Kazuo Ichijō, and Ikujirō Nonaka 2000. Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation. New York: Oxford University Press.