Tacit knowledge networks and their implementation in complex organisations

It is difficult for organizations to effectively manage personal knowledge so it can be mobilized, shared, and rewarded to benefit the organization. These difficulties occur particularly in large geographically dispersed, hierarchical organizations. The management of developing, identifying successful practices, building up and maintaining tacit knowledge, requires an understanding of how these ideas have emerged within the organization through a Tacit Knowledge Exchange (TKE) process. Identification and understanding of TKE characteristics is difficult as they are invisible (tacit).

The TKE process in action requires the adoption of multiple methods and approaches employed simultaneously. A series of cases study instances were used as a basis for the methodology, each contributing specific aspects of the methodology. The initial three case study instances, each yielded specific characteristics regarding tacit knowledge exchange and networking. The findings from the initial three case study instances were tested in a large hierarchical, complex engineering organization. This final case study instance, prototyped a methodology to graphically codify, index and build up in-house tacit knowledge abilities through mapping staff knowledge. The final case study instance allowed for investigations into what these TKE characteristics of a complex organization would utilize To date, specific TKE characteristics have not been well understood. This research contributed to specific understanding of the identification TKE characteristics and network structures.

The outcome of the research provided a graphical structure identifying who would be likely to possess the kind of knowledge they need to find. The interview process was an important facilitator to precondition the knowledge bearers for sharing, thus locating key 'human attractors' within and between working groups and communities with experts sharing the same issues and interests. The research also focused on the tacit knowledge sharing which occurred as a transition period, prior the formation of Communities of Practice (CoPs) evolving from Communities of Interest' (CoI). Previous research and case studies have focused primarily on the CoP phenomena within larger organizations and not the areas of transition.

New strategies were adopted to highlight characteristics and previously unidentified attributes that support sustainable, successful Tacit Knowledge Exchange (TKE) in relation to explicit structures preventing any unnecessary re-invention through emerging lessons learnt from previous experiences. Through mapping lessons of tacit knowledge protocols and frameworks, the relationship between tacit explicit knowledge management strategies could be understood. These Tacit Knowledge Networking (TKN) strategies were important as they ensured sustainable long-term success, through well-integrated explicit and tacit knowledge management capabilities.