Tacit Knowledge Management: A Case Study
Knowledge transfer is “the process through which an organizational unit is affected by the experience of another” (Albino et al. 2004). The effectiveness of knowledge transfer between the parent and the child is a critical factor for the survival and performance of IJV’s (Park et al 2014, 89). Research states that an individual’s performance in managing oneself, managing tasks, and managing others is significantly impacted by tacit knowledge (Brockmann and Anthony 1998). In other words it is the intuition or tacit knowledge of experienced managers that enables effective knowledge transfer and good strategic decisions that ultimately impacts the organisations performance.
The influence of a manager’s experience in successful knowledge management?
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According to Brockmann and Anthony (2002), tacit knowledge is a key determinant in ensuring top level management make right strategic decisions. In the following discourse we expand on this positive relationship tacit knowledge has on strategic planning. Tacit knowledge is practically useful and instrumental in the attainment of goals that the user values (Brockmann and Anthony 1998), that means experienced managers will utilise this resource to achieve strategic goals and objectives, fill in gaps of missing information and bring structure in complex and abstract …show more content…
The success of the IJV’s is very much dependent on the decisions made by the shareholders, board of directors and the executive management team. The role of these stakeholders is policy making, governance, and strategic thinking and as mentioned this research will highlight the impact strategic decision making processes has on performance.
In this regard it is important that IJV’s focus on its strategic alliance between the parent and the child, in other words is the mission/values/vision clearly defined and agreed upon by both the parent and the child and furthermore is this effectively communicated and managed within the organisation. According to Bamford, Ernst and Fubini (2004), if these interests are not addressed conflicts will
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