Evaluating a tacit knowledge sharing initiative: a case study

Abstract

Purpose

This paper aims to present a case study illustrating the issues involved in the tacit knowledge conversion process and to determine whether such conversion delivers value to the organisation in terms of business value and return on investment (ROI).

Design/methodology/approach

A single‐case multiple baseline participants experimental design, replicated across two participants, was utilised. Aaron's KM V‐model of evaluation is utilised to determine the ROI of the initiative.

Findings

While the evaluation of the tacit knowledge conversion initiative suggests positive value to the business; analysis of the conversion process also reveals a number of individual level factors, which reinforce the challenges associated with efforts to access, capture and share expert tacit knowledge.

Research limitations/implications

The results of this study may stimulate further research on tacit knowledge management processes, and specifically the influence of the individual in the success or failure of these initiatives.

Practical implications

The paper presents an actual case study situation that reveals the micro‐level issues involved in converting tacit expert knowledge.

Originality/value

The paper addresses three important areas; it makes an effort to focus on tacit rather than explicit knowledge management, it takes steps to evaluate a tacit knowledge management initiative in terms of its tangible business value, and it pays attention to the influence of the individual in knowledge management processes, which are inherently driven by the individual.

Citation

Gubbins, C., Corrigan, S., Garavan, T.N., O' Connor, C., Leahy, D., Long, D. and Murphy, E. (2012), "Evaluating a tacit knowledge sharing initiative: a case study", European Journal of Training and Development, Vol. 36 No. 8, pp. 827-847. https://doi.org/10.1108/03090591211263558