Tacit knowledge refers to the knowledge that is located inside individuals; it is not expressed or written like explicit knowledge. Inherently, tacit knowledge is often limited solely to one person and consequently individually based. Project based companies need to acknowledge the importance of transforming tacit knowledge into explicit in order to preserve the knowledge inside the organisation. If the knowledge is not transformed, there is a great risk of losing the knowledge when a key individual leaves the organization. One way of transforming the tacit knowledge is through Nonaka’s and Takeuchi’s knowledge spiral. But the knowledge spiral ignores some wider issues that should be included in order to achieve a transformation. This thesis shows that the knowledge spiral is a good base but the organisation has to provide a supporting context and an open culture to create an environment where a transformation can be accomplished. This thesis stresses that a transformation is not always the ultimate choice since it is not, at all times, possible. In some cases, distribution of tacit knowledge throughout the organisation is a better alternative to preserve the knowledge. A distribution can, for instance, be done through learning by doing. The thesis demonstrates that an organisation has to choose either a transformation or a distribution. The choice depends on which alternative that brings the most improvements, advantages and effectiveness for the organisation. The situation will then, as a consequence, decide whether the knowledge is to be transformed or not.

Project management has become a natural way of conducting activities in companies.  The goal is continuous improvement in project performance.  The way knowledge is managed in the company is crucial for gaining competitive advantage.  Knowledge management and learning, has been recognized by academics and practitioners as important to achieving success and improvement in projects.   Achieving continuous improvement is considered a difficult task.  The difficulty lies in capturing and storing the knowledge and learning from one individual to another and from one project to another.  In this study the researcher has reviewed the mechanisms and processes from recent research which are supposed to facilitate knowledge transfer and learning.  Nevertheless, the academic and practitioner researchers do not seem to have a common ground on how to facilitate knowledge transfer and learning, even though there are many mechanisms and processes suggested.  Their results are not concurrent in effective and efficient facilitation of knowledge and learning. The researcher has conducted a qualitative case study through seven interviews.  The empirical study was done in a Company X which provides air traffic services.  It shows that some of the practices institutionalized by Case Company X are different from what the literature suggests.  Moreover, the environment wherein these mechanisms and processes co-exist is particular from what the literature suggests.  A learning landscape of Case Company X is identified based on the empirical data.  Recommendations and suggestions are provided in the end to increase knowledge transfer and improve learning in and between projects at Case Company X.

Technology providers understand that almost all companies from banks to cell phone carriers are challenged to be synchronized with the evolution of their products.Failure to understand and utilize new developments, especially with hardware and software, is detrimental to any corporation. One of the biggest challenges high-tech companies face, is the ability to enhance their current training modules. Moreover, in the education process, companies could miss the opportunity of extracting valuable information from their own products and services. . The objective of this thesis is to highlight the importance of investing in the growth of knowledge transfer models. It will assess current methods of communication to provide recommendations of the most efficient vehicles in education. The investigation performed also targets possible solutions to help strengthen the feedback and vital information that can be gathered during the process of coaching. . The context of this research is to provide a suggested tool that should be implemented by technology companies to increase the efficacy of training modules. Information found in the text was drawn from research literature on knowledge transfer.The ideas diffused in this paper are intended to plant a seed in key areas of communication that directly impact the bottom line of a business. My ultimate goal is to have high-tech companies utilize the recommended models to transfer knowledge and, at the same time, acquire valuable information. The suggestions presented have potential to generate an increase in sales, revenue and client retention. / text

In this thesis we will discuss the importance of human resource development in smaller companies and if it will change from when the Swedish economy was in an economic boom and later on came to be in a recession. We choose to use a more qualitative approach for this research in order to conduct a more in-depth study of five smaller sized companies located on Gotland, Sweden. In order to limit our research we had as an ambition to answer these following questions: • What obstacles are there when it comes to human resource development and knowledge transference within smaller sized companies? • What can simplify or enable human resource development and knowledge transference within smaller sized companies? • Does the teaching process change to a more tacit human resource development between co-workers when there is less room for conventional human resource development? The result of the research came to show that the biggest barrier, when it comes to competence development within smaller companies, is time. However, our research also showed that a majority of the companies has changed from a more external educational plan to a more internal educational plan which focuses on keeping the human resource development within the company. This in turn makes it easier for the companies to manage time and integrate the learning process into a usual workday for employees.

<p>Tacit knowledge refers to the knowledge that is located inside individuals; it is not expressed or written like explicit knowledge. Inherently, tacit knowledge is often limited solely to one person and consequently individually based. Project based companies need to acknowledge the importance of transforming tacit knowledge into explicit in order to preserve the knowledge inside the organisation. If the knowledge is not transformed, there is a great risk of losing the knowledge when a key individual leaves the organization.</p><p>One way of transforming the tacit knowledge is through Nonaka’s and Takeuchi’s knowledge spiral. But the knowledge spiral ignores some wider issues that should be included in order to achieve a transformation. This thesis shows that the knowledge spiral is a good base but the organisation has to provide a supporting context and an open culture to create an environment where a transformation can be accomplished. This thesis stresses that a transformation is not always the ultimate choice since it is not, at all times, possible. In some cases, distribution of tacit knowledge throughout the organisation is a better alternative to preserve the knowledge. A distribution can, for instance, be done through learning by doing. The thesis demonstrates that an organisation has to choose either a transformation or a distribution. The choice depends on which alternative that brings the most improvements, advantages and effectiveness for the organisation. The situation will then, as a consequence, decide whether the knowledge is to be transformed or not.</p>

Thesis (Mtech(Quality))--Cape Peninsula University of Technology, 2011 / Knowledge transfer is considered to distribute knowledge and to ensure that it is used in future. At University level, the transfer of knowledge to students is the core function, and the effectiveness is therefore critical. To identify ways to manage and transfer knowledge is a challenge for the University and industry. The demands from industry are not necessarily communicated to the University, and therefore a gap could occur.It is difficult to determine the need for quality practices in industry and the gap could, in some instances, be blamed on improper knowledge transfer at University level. The lack of knowledge transferred between students and their employers is also possible. Students could, for various reasons, find it difficult to apply their knowledge.Knowledge transfer is diverse and the knowledge transferred between University and industry could be done through different channels. Understanding how the knowledge transfer processes impacts on the University’s ability to focus on requirements by industry is sometimes ambiguous.As knowledge expands, the application thereof could also be difficult to achieve in industry. The competencies and resources at the University should be put to optimal use in order to assist with the transition from University to industry, and to assist with the application of knowledge in industry. There must be synergy between the two entities. The gap could be narrowed when there is active involvement from industry and full cooperation from the University.

Background: This thesis is about knowledge transfer and diversity at Nordic trading floors. The research is focusing on knowledge transfer and how it is influenced by diversity and the ties between homogenous people. Purpose: The purpose of this study is to understand how the knowledge transfer could be more efficient at Nordic trading floors and whether employees prefer to share knowledge with employees to whom they either have a weak or strong social tie to. We also want to see how homogenous people impact the flow of knowledge transfer. Methodology: This research is conducted through a case study of respondents working at trading floors at two different banks in the Nordic countries. The data is mainly collected through quantitative surveys and qualitative interviews. Conclusions: Knowledge transfer at Nordic trading floors is implemented through different types of training and mentoring and by keeping up with strong social ties which is feeding the sociocultural arena. Homogenous people are contributing to knowledge transfer by spreading tacit knowledge while networking and socializing with each other. Wearing suits and playing golf might therefore help employees at Nordic trading floors to learn more.

The goal of this diploma thesis is to translate theoretical concepts of knowledge management into the context of providing end user support by the service desk. It strives to define specifics caused by globalized and outsourced way of providing customer service. The thesis extends the traditional interpretation of knowledge management in this field by setting up a balanced view regarding both explicit and tacit knowledge and considers also appropriate tools and methods for its efficient creation, maintenance and sharing. Final part contains a case study, showing those applied concepts in practice of a company. The thesis is concluded by a set of generally usable recommendations for more effective management of customer support knowledge.

It is no longer news that organizations are now highly dependent on knowledge assets as a primary source of competitive advantage. It is for this reason that knowledge is considered as powerful because it one aspect that guarantees sustainable source of success of any organization. This thesis survey the postulation of knowledge codification and non-codification in the knowledge management perspective in a chosen company. The study of knowledge management perceives codification and noncodification as knowledge that can be retained, reused, shared and management. However, the existing studies pay little or no attention as to how both codificationand non-codification can be adopted at same time in an organization as a process to better improve value. In these regards, the research poses to examine, how both concepts can be used by human resource managers to foster knowledge within the organization. The research was carried out by examining several departments with special interest on the Human Resource Section of a consulting and service providing company (Competence Call Center) situated in Barcelona, Spain. It is important to note that this company has several branches and as such have a central repository where knowledge is stored for use and reuse by all workers. The study was actioned using a qualitative approach where interviews were made to the participants. Being a consulting and service providing company, the study focused on finding how codification of knowledge and human resource management practices which is linked to non-codified knowledge can be used to foster the sharing of knowledge in the organization and also, to know how the company codifies knowledge in such a way that it is not lost and can be reused by workers. The study finds that CCC being a company that check contents on social media platforms, such as Facebook, has a central repository were knowledge is stored, and a major finding is that such knowledge is stored in different languages which can be accessible to employees. Even though we examine the Barcelona branch of this company, it was discovered that all branches have similar working culture (cultural-fit) entailing that during recruitment decisions, that some sort of cultural training especially in information technology (IT) is carried out by the Human resource management department. These findings indicates that the knowledge domain of this company is of a codified nature and can be easily accessed but in addition CCC also ensures that noncodified knowledge is shared between workers through HRM practices. In the analysis, focus is on how codified and non-codified knowledge is shared inside the company. By this statement, we pose to say that the knowledge sharing is more than just codifying information or sharing non-codified knowledge, in contrast knowledge sharing is to create, to share, to retain and to reuse knowledge between individuals, individuals sometimes find difficult the process of knowledge sharing. Hence, in the adoption of codified and non-codified knowledge within the organization, the combination of working culture and other structured strategies or standardized professional roles for individual development, can pave way for the employee transparency and aid in improving individual domain knowledge.

A thesis submitted to the Faculty of Arts in fulfilment of the requirements for the degree of Doctor of Philosophy in the Department of Library and Information Science at the University of Zululand, South Africa, 2015 / Knowledge management (KM) is increasingly important for university library management and information services. Libraries have excelled in the management of explicit/tangible/recorded knowledge for many years, however, not as much in the management of tacit/intangible knowledge which is assumed to be more difficult to manage. Information and Communication Technologies (ICT) play a crucial role for knowledge management in the academic libraries. Unfortunately, the knowledge of the role of ICT in KM in university libraries is limited generally, and in Nigeria and South Africa in particular. The purpose of the present study was to explore and examine the use of ICTs as tools for the support of KM in selected academic (university) libraries in Nigeria and South Africa. In accomplishing this, eight research objectives that were guided by nine research questions. Finally, three research hypotheses were examined. The research objectives were: establishing how knowledge management is practised by librarians in academic libraries of Nigeria and South Africa; exploring the available ICT facilities, KM tools, and services that can be used for the support of KM in academic libraries in Nigeria and South Africa; determining the extent to which librarians in Nigerian and South African university libraries utilise ICTs to support KM; investigating strategies that would promote the use of ICTs for the support of KM in academic libraries in Nigeria and South Africa; determining and comparing librarians’ knowledge and ICTs skills for the support of KM in academic libraries in Nigeria and South Africa; finding policies that guide the use of ICTs for the support of KM in academic libraries in Nigeria and South Africa; examining the challenges faced in the use of ICTs for the support of KM in academic libraries in Nigeria and South Africa; and recommending a conceptual model of the use of ICTs for the support of KM in academic libraries in Nigeria and South Africa. The study was informed by positivism and the interpretivism research paradigm. The quantitative (survey) and qualitative (interpretive and content analysis) research methods were employed. The population for the study consisted of all professional librarians in the two countries university libraries. The non-probability sampling, grounded on purposive and convenient/accidental sampling techniques, was used to select 171 professional libraries in the six university libraries. The six university libraries in the two countries were University of Ibadan, Federal University of Technology, Delta State University, University of Zululand, University of KwaZulu-Natal and Durban University of Technology). The six university libraries were selected on the basis of first generation universities and university ranking index in Africa, funding and resourcefulness of the institution (University of Ibadan library and University of KwaZulu-Natal library); Technological universities as practically oriented and the availability of facilities (Federal University of Technology library and Durban University of Technology library); as well as rurally based universities, government-owned and growing institutions (Delta State University library and University of Zululand library). The instruments for data collection used were the questionnaire, interview and observation methods. The professional librarians across the sampled university libraries in Nigeria and South Africa were administered 171 copies of structured questionnaires. While six key informants working in the university libraries in the two countries were interviewed. Observation methods were also used to gather information regarding the university libraries environment, physical structure and location, office space (conduciveness), availability and accessibility of computers and other ICT tools, collections (print and electronic resources), shelving space, size and lighting in the office and attitude of staff towards their work while with them. Of the 171 copies of questionnaires administered among the respondents, 132 (77.2%) were returned. The 132 (77.2%) returned consisted of 77 from university libraries in Nigeria, while 55 came from university libraries in South Africa. The 132 copies of returned questionnaire were subjected to statistical analysis of descriptive and inferential statistics. The findings revealed that knowledge management practices (KMPs) involve all library operations, processes and services. There are variations in ICT and KM tools and services among the sampled university libraries as their level of development is not the same. The most available and accessible ICT and KM tools and services vary in terms of jobs undertaken by librarians from one university library to another. Old technologies such as computers, CD-ROMs, scanners, projectors, telephones, printers, and monitors appeared to be the most available and accessible tools across the selected university libraries in the two countries. South African university libraries were better resourced than the Nigerian university libraries in the sample. The availability and accessibility of ICT and KM tools and services appear to be in greater effect, as librarians were able to use them to carry out library operations and other management functions. The university libraries sampled tend to use updated ICTs/KM tools including smart boards, semantic web-tools, information retrieval tools, database management systems, management systems for electronic documents, and management information systems for improved library and information management of the organizations. The use of these tools became necessary as current practices in information services have equally changed. It was established that various strategies have been used to train and foster innovation and growth in the library organizations. These strategies have affected the university libraries organizational culture, work environment, management support systems, librarians’ knowledge, and access to information. In order for librarians to cope with the emerging knowledge and skills levels in information service requirements in university libraries, continuing education and training is necessary. The main challenges that affected the use of ICTs in supporting KM in the sampled university libraries included: inadequate funding; lack of motivation; lack of infrastructure; the loss of LIS practitioners to other professions; language barriers; and the inability to work independently. However, the inadequacy of professional staff was noticed in all cases. It was found that the role(s), for which ICTs play an indispensible tool, in present day library organizations, cannot be overemphasized. ICTs are used to manage knowledge in diverse ways: acquisition, processing, storage, and dissemination of large volumes of information resources, stored in university libraries’ institutional repositories. It can also be used to access and retrieve knowledge from library websites without the need for a physical visitation to the library building. Different strategies have emerged where social networks are used to promote library products and services. Library professionals have equally shifted from being custodians of information and knowledge to facilitators of library resources and services through the attendance of workshops, seminars and conferences. The exposure to workshops, seminars and conferences has enabled librarians to be more knowledgeable and skilled in managing knowledge through the use of ICT tools in the university libraries that were sampled. The study concluded that, knowledge management practices in the academic libraries are diverse, and include the management of both tacit (apprenticeship and mentoring and mentoring of information service providers and training of the library users for effective information access and use, particularly academics who produce new knowledge) and explicit knowledge. ICTs play a major role in the KM activities and processes but re-skilling of both information service providers and the library users is essential at all times in order to counter the rapid changes in information access, service and use of the environment. The challenges that are highlighted in the current study are largely known, however, should be handled boldly and with more immediacy than before. The study recommends the need to create more awareness of KMPs among librarians in academic libraries. The acquisition of new ICTs and KM tools for better access and use of information services should also be intensified. Staff development through formal, informal and continuing education should be supported. The work of university committees that are charged with coordinating, monitoring and evaluating library services should enable the improvement of the library services. The LIS schools have to step up LIS education to meet the current information service requirements in their curriculum. The management body of academic libraries should set up staff member committee to review and evaluate ICT policies on regular basis to meet their demand. Relevant library stakeholders should be involved in KM activities of the library where such bodies do not exist. TAM should be considered for informing ICT access and use for KM in the academic libraries. / Nigerian Tertiary Education Trust Fund (TETFUND)