Knowledge Management Implications of Articulable Tacit Knowledge: Case Studies on its Diffusion

The effective management of knowledge has long been recognised as a key factor in the sustainability and growth of an organisation. Tacit knowledge has been one of the more difficult forms of knowledge to deal with, given its soft nature and the fact that it is typically not written down or codified in any form. The sticky nature of information means that this information is not free-flowing, and the competitive advantage that tacit knowledge brings to an organisation means that the knowledge is unlikely to be transferred with ease. The research presented here seeks to map diffusion of tacit knowledge within the IT organisational domain. The study begins with an interpretation of the literature by means of grounded theory, and then the postulation of a number of formalisms, to better understand the characteristics of tacit knowledge. The focus of the research is narrowed to the diffusion of that component of tacit knowledge that can be termed <em>articulable implicit managerial IT knowledge. </em>Understanding the diffusion of tacit knowledge requires first of all measurement of the phenomenon at the level of the individual. A tacit knowledge inventory in the form of a questionnaire is created with IT specific workplace practices in mind. Having assessed tacit knowledge ability in individuals we are then able to determine how well individuals collaborate within the intra-organisational environment. Through an analysis of an individual’s communication patterns and their work surroundings we gain some understanding of the likelihood for tacit knowledge transfer or potential bottlenecking. This research was conducted in three IT organisations, varying in size from one employing less than twenty people to one employing in the thousands. The results would seem to indicate a number of parameters play a part in the successful diffusion of knowledge including organisational size, the type of meetings the organisation conducts as well as the extent to which the firm makes use of electronic forms of media. With tacit knowledge recognised as such a valuable organisational resource, techniques that enable its measurement and the degree to which it is flowing (or bottlenecked) within an organisation will protect and ensure utilisation of this resource. Techniques specifically designed for the IT industry are essential, given the contractual nature and therefore transient nature of much IT employment. This research questions such practices within the modem organisation and based on the case studies suggests the characteristics of the optimal firm for tacit knowledge diffusion.