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Organisation design and tacit knowledge transferal : an examination of three IT firms

Please use this identifier to cite or link to this item: http://hdl.handle.net/1959.14/8829

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Title: Organisation design and tacit knowledge transferal : an examination of three IT firms
Related: Journal of knowledge management practice, Vol. 7, Issue 2
Related: http://www.tlainc.com/articl111.htm
Publisher: The Leadership Alliance Inc
Date: 2006
Author/Creator: Busch, Peter
Description: Tacit knowledge is a contemporary area of research that is being explored for its ability to aid in developing a firm’s knowledge capital. At the same time little work has yet been undertaken on the structure of companies and other factors such as human networks or usage of information technology that may impact on how likely tacit knowledge can be transferred from one individual or group of workers to the next. An empirical study in three IT firms of varying sizes, type and structure has been conducted. The methodology included tacit knowledge testing in individuals, Formal Concept Analysis to interpret tacit knowledge results and Social Network Analysis to map communication flows between staff. Initial research indicates there is likely to be a positive correlation with organizations whose structure and work design promote face-to-face contact and have employees sharing close physical proximity, being more successful at tacit knowledge sharing.
Subject Keyword: knowledge management
Subject Keyword: tacit knowledge
Subject Keyword: social networks
Subject Keyword: infromation technology
Subject Keyword: formal concept analysis
Resource Type: journal article
Organisation: Macquarie University. Dept. of Computing

Identifier: http://hdl.handle.net/1959.14/8829
Identifier: ISSN:1705-9232
Identifier: mq-rm-2006002885
Language: eng
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