Effectuation: Exploring a Third Dimension to Tacit Knowledge

2004

2012 IEEE International Conference on Industrial Engineering and Engineering Management, 2012

This research is based on an issue that tacit knowledge is a crucial asset to create an innovation. The development of innovation process is now changing from close innovation to open innovation. Open innovation is one way that can be done to improve the ability to innovate an organization. In open innovation the knowledge used to innovate can be obtained from the external and internal organization, both in large scale organization, medium scale and small scale. Open innovation enables organizations such as SMI to innovate their ability by adopting knowledge from outside the organization, internalizing and then transferring knowledge to other organizations with similar scale and type of business. Knowledge that moves on open innovation consists of explicit knowledge, implicit knowledge and tacit knowledge. Tacit knowledge management is relatively more difficult than explicit knowledge management. This happens because the tacit knowledge is abstract, attached to the individual, and its existence is not fully realized. Innovation is an important factor for a company to survive in economic competition. Therefore, this research has aims to analyze the correlation between tacit knowledge and individual innovation capability to open innovation. This research is done by doing a case study at SMI. Simulation result using PLS show a strong correlation between tacit knowledge and open innovation towards individual innovation capability. This result is caused by the lack of company's concern to individual tacit knowledge which leads to the problem of individual tacit knowledge codification that is used for doing open innovation in SMI Index Terms-Tacit knowledge, intellectual capital, innovation.

Journal of Knowledge Management, 2008

Purpose – The purpose of this paper is to propose the use of the tacit knowledge index (TKI) to assess the level of tacit knowledge within firms and its effect on firm performance. Design/methodology/approach – A sample of 108 US and Canadian firms that are using knowledge management was surveyed to determine each firm's TKI. This measure includes both the

Technology Analysis & Strategic Management, 2018

Using the Resource-Based View, this paper aims to provide a better understanding of the effect of knowledge on innovation. With this general aim in mind, we relate knowledge's nature (tacit vs. explicit) and process (e.g. knowledge exchange and combination) to innovation. Using a sample of 105 innovative firms, we find a positive linear effect of tacit knowledge on innovation and a curvilinear relationship between knowledge exchange and combination and innovation. We also find a moderating effect of tacit knowledge on the curvilinear relationship between knowledge exchange and combination and innovation. We speculate on our findings and connect them to previous theory.

Journal of Business Economics and Management, 2019

Based on knowledge-based theory of organizational capabilities and dynamic capabilities theory, this paper tries to establish the linkages between tacit knowledge resources, its integration into firm level capabilities, product innovation and firm performance. In this way, the paper analyses the relationships between some of the most relevant variables to the organizations in order to remain competitive. The conceptual model is tested using a sample of organizations in the industrial sector, using SEM and hierarchical regression analysis. Results show a positive relationship between tacit knowledge and firm performance, tacit knowledge and product innovation, and product innovation and firm performance. A partial mediating effect of product innovation on the tacit knowledge firm performance relationship is established. Also, technical capabilities have a moderator effect on tacit knowledge firm performance relationship. At the end of the paper managerial implications are commented, ...

International Journal of Foresight and Innovation Policy, 2018

This paper examines the relationships among tacit knowledge, knowledge sharing, and service innovation performance. To examine the relationships, we collected the survey data by targeting employees in a service industry, The Lebanese Broadcast Corporation International (LBCI) located in Lebanon (n = 162). It is a leading Lebanese and Arab television station. The results indicate that there exists a positive relationship between (1) tacit knowledge and service innovation performance; and (2) knowledge sharing and service innovation performance. Also, this study finds that knowledge sharing mediates the relationship between tacit knowledge and service innovation performance. The value of the current study is presented in examining the mediating role of knowledge sharing. Our findings suggest that firms could encourage and motivate their employees to share their knowledge in order to enhance service innovation performance.

Innovation in an organization is importance, because it is the key to compete in this globalization era. Especially for small and medium enterprises that need to compete with large companies. There are some views that if the model management of knowledge (tacit knowledge) is good then it will affect the innovation of an organization. In addition to manage the management of knowledge, wealth (intellectual capital) of an organization that is invisible is also an important factor for innovation of the organization. This research is done to find out the influence of the management of knowledge and intellectual capital of an organization towards innovation of an SME. This research is conducted to analyze the effect by using the results of the questionnaire and then processed using SEM software Partial Least Square (PLS). The result of data processing based on the result of the PLS software shows that tacit knowledge does not affect the innovation, due to the lack of attention from SME Karya Kulit to develop knowledge of each employee that resulted in difficulties to give ideas or innovation. Result for Intellectual Capital which affect the innovation can happen because the owners of SME have unknowingly implemented or considered factors of Intellectual Capital at every process in SME.

Handbook of Research on Effective Project Management through the Integration of Knowledge and Innovation, 2015

Many researches have treated the knowledge management theory. However, to the authors' knowledge few were interested in the tacit knowledge construct, whether it is gained inside or outside the organization. This chapter has a challenge to analyze in-depth this embedded knowledge and to emphasize its close relationships with innovation management. Therefore, a thorough theoretical background is presented progressively. The first part presents an overview of the knowledge notion, and the related knowledge theoretical views are specified. The second part sheds light on the tacit knowledge's taxonomies and its methods of externalization. Finally, the last part examines, in particular, the contribution of the tacit knowledge to the innovation. This is done by scrutinizing the customer tacit knowledge while highlighting, especially, the key role of customer experiential knowledge.

International Journal of Information Management, 2023

This study measures the relationship between tacit knowledge sharing and innovation in the Polish (n = 350) and US (n = 379) IT industries. Conceptually, the study identifies the potential sources of tacit knowledge development by individuals. That is, the study examines how "learning by doing" and "learning by interaction" lead to a willingness to share knowledge and, as a consequence, to support process and product/service innovation. This study empirically demonstrates that tacit knowledge internalization and externalization (awareness and sharing) significantly mediate between tacit knowledge experimentation and socialization (acquisition) and its final combination (knowledge in action). While such theoretical assumptions already exist, they have not yet been empirically explained and revealed in a single structural model. Further, this empirical approach enabled a demonstration that internalization and externalization of tacit knowledge may occur consciously or unconsciously with equal success. Even so, the study also showed conscious tacit knowledge's greater impact on innovation. Therefore, an organizational effort to manage autonomous, informal, and strongly contextual tacit knowledge is worthwhile and creates the capacity for superior competitive advantage. Finally, this study also demonstrates that national context influences tacit knowledge acquisition. In the US, "learning by doing" is dominant, whereas in Poland, "learning by interaction" and critical thinking are more common. This might be related to factors such as risk acceptance that could be studied in more detail and provide opportunities for future research.

Journal of Knowledge Management, 2008

Purpose -The purpose of this paper is to examine the use of tacit knowledge within innovative organizations. It addresses what organizations can do to promote knowledge sharing in order to improve successful innovation. Compared to available research material on explicit knowledge, the use of tacit knowledge within companies is relatively unexplored. The use of tacit knowledge is assessed with special emphasis on its significance and implications in the innovation process. Design/methodology/approach -Existing research is structured with the objective of examining how companies make use of tacit knowledge. Key levers for tacit knowledge management are identified and the positive impact of tacit knowledge on innovation success disclosed.