دانلود رایگان مقاله تاثیر مدیریت دانش ضمنی بر عملکرد سازمانی

abstract

This research paper intends to explore and determine if organizations have strategies for tacit knowledge management which is expected to influence their organizational performance both tangibly and intangibly. The tacit knowledge management is derived from the fundamental knowledge creation dimensions namely socialization, externalization, combination and internalization (SECI model). A quantitative empirical research via survey questionnaires was conducted to fulfil the purpose of this research. The feedback from the respondents were statistically analyzed for demographic profile of respondents, goodness of data measured, reliability of the instrument used and hypotheses testing in determining the correlation between organizational performance and tacit knowledge. The outcome of the statistical analysis showed that tacit knowledge management has significant influence on organizational performance. However, among the four dimensions namely socialization, internalization, externalization and combination, only socialization and internalization contribute towards the significant influences of tacit knowledge management on organization performance. This research findings confirm the importance of knowledge creation and management, especially those of tacit knowledge, to both academics and practitioners. This is particularly important for those from top management of any organization, who are seeking to prosper and enhance their organizational performance for a better business function operations and return on investment.

9. Conclusions

This research initiated to determine the impact of tacit knowledge management via its SECI based dimensions (socialization, externalization, combination and internalization) on organizational performance. Overall tacit knowledge has significant influence organizational performance. It indicates that knowledge creation, sharing and retention should be given priority in order to optimize the organizational performance. Out of four dimensions only two dimensions called socialization and internalization has significant influence on organizational performance. Among the main reason identified for combination and externalization for not having significant influence on organizational performance are the fundamental managerial understanding on the importance of knowledge, retaining knowledge and formal and informal mode of information sharing. It can be noticed that many organizations operating in developing countries focus mainly on hardware or skills needed to meet the volume and profit targeted by the organization, instead of quality and knowledge management. In nutshell, tacit knowledge being the software of People-human capital propagated by I-TOP has significant influence on organization performance. It is critical for optimizing the organizational performance that in turn will optimize the return on investment that crucial for business sustainability.