The Role of Explicit and Tacit Knowledge in Process Improvement

In this paper we empirically examine the role of knowledge creation mechanisms in process improvement projects. Using scales adapted from the knowledge management literature, we collect data on 98 Six Sigma process improvement projects and analyze these data using regression. Results support our hypotheses linking knowledge creation mechanisms to project performance. Specifically, we find that the inclusion of softer, socially oriented mechanisms for capturing tacit knowledge explains a significant amount of variance in project performance, over and above that explained by the more technically focused mechanisms that capture explicit knowledge.