Tacit knowledge (TK) exists in every corner of SME, in its structure and relationship especially in its people. Even though knowledge management will benefit SME as they are rich of tacit knowledge but lacking in expertise, financial capital and infrastructure, knowledge management (KM) is almost impossible for Small and Medium Enterprise (SME) currently. Since SME have efficient and informal c...

Many organisations make effective use of their codified knowledge, but they often fail to make most efficient use of their tacit knowledge stocks. What we define here as tacit knowledge is the ‘articulable implicit IT managerial knowledge’, that organisational personnel to varying degrees of success make use of. In this paper we present a graphical interpretation of selected results from what w...

Purpose – This study aims to explore the impact of affect-based and cognition-based trust of co-workers on the willingness of professionals to share and use tacit knowledge. Design/methodology/approach – The relationships were examined through data provided by a sample of 202 professionals and managers in world headquarters of an international organization. Findings – The levels of both types o...

In recent years, particular attention has been paid to knowledge management and organizational learning in general and tacit knowledge management and organizational memory in particular. This interest is driven by saturation of various markets, innovation speed and increasingly uncertain environments that have led companies to organize and structure themselves as parts of supply chains, by focu...

Current knowledge services enterprises have developed rapidly, and the core competitiveness lies in the tacit knowledge which is crux of the enterprises and the brain of employees, but is difficult to observe and disseminate. This paper is an account of the research conducted on the tacit knowledge process in knowledge services enterprises, considering the characteristics of the tacit knowledge...

Businesses are increasingly "nding themselves in a world characterized by globalization, turbulence and complexity, paralleled with an exponential advancement in information technology (IT). Although empirical evidence indicates a lack of support for the positive economic impact of IT, we have seen that companies increasingly invest in the new technology. As this technology is limited to the tr...

Tacit knowledge management requires knowledge owners’ participation because of the taciturnity of tacit knowledge and its inseparability from its owners. Project team, as an effective form, provides its members the opportunity and surroundings of sharing tacit knowledge among each other. In a project team, the affinity of members is more important to knowledge management. Interpersonal affinity...

Valuable human and knowledge resources will be wasted unless organisations make better use of these prime resources. Tacit knowledge in particular is still considered to be relatively unexplored and proper understanding and management of this resource is of immense importance for better organisational performance. The research addresses the importance of people factor and tacit knowledge in con...

This paper studies the effects of seller concentration and static market power on tacit collusion in extensively repeated laboratory posted-offer markets. Contrary to the implications of some earlier research, we find that tacit collusion does not become pervasive with extensive repetition. In a ‘strong no power’ design persistently competitive outcomes are observed in markets with three or fou...