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Tacit Knowledge as a Driver for Competitiveness
Abstract
Tacit knowledge sharing is one of the most critical factors for organizations competitiveness, and also critical because of several individual and organizational constraints related to the nature of the knowledge and the difficulty for organizations to create mechanisms to facilitate the sharing process. In this context sharing knowledge, and effectively integrate it in organization practices and processes, seems to be a very powerful strategy and at the same time a very difficult achievement. This research focuses on knowledge sharing processes among employees from an engineering company and on all the implicit constraints, supported in an intensive case study. A main result of this research is that knowledge sharing processes became part of the strategy of competitiveness of the organization for the last decade and to implement it they have developed a culture of knowledge and mechanisms that facilitate the sharing and the integration of knowledge in their work practices.
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