Exploring the Interplay Between Tacit and Explicit Knowledge in Organizational Settings

This systematic review explores how tacit and explicit knowledge interact in organizational contexts and identifies the factors that facilitate or hinder their integration. The central research question is: How do tacit and explicit knowledge complement each other in organizations, and what influences their effective integration? The review addresses the ongoing challenge organizations face in managing these distinct knowledge forms to enhance performance, innovation, and decision-making. Only empirical studies from peer-reviewed journals or top conferences published between January 2011 and April 2025 were included; studies outside this range were excluded. A comprehensive search strategy was applied across multiple academic databases, including Web of Science, Scopus, ABI/INFORM Global, IEEE Xplore, and Business Source Complete. Drawing from both qualitative and quantitative studies, the review examines themes such as knowledge sharing, organizational learning, leadership, and culture. Findings suggest that effective integration relies on trust, supportive leadership, and well-designed knowledge management systems. The review emphasizes a dual approach—fostering informal, tacit knowledge sharing alongside formal mechanisms to capture and disseminate explicit knowledge—and offers practical implications for improving organizational effectiveness.