Factors Influencing Managerial Tacit Knowledge Formation

  • Jana Matošková, Helena Řeháčková, Martin Jurásek, Martina Polčáková, Aleš Gregar, Vlastimil Švec
  • Knowledge Management An International Journal, January 2013, Common Ground Publishing
  • DOI: 10.18848/2327-7998/cgp/v12i04/50809

Tacit knowledge and manager's work

Photo by Andrew Neel on Unsplash

Photo by Andrew Neel on Unsplash

What is it about?

The aim of the paper was to discuss our research findings of tacit knowledge formation. 32 interviews with managers were carried out and 4 discussion groups were created. The records of the interviews and the discussion groups were analysed with software Atlas.ti. It was confirmed that tacit knowledge is closely connected with understanding a situation—with context understanding, understanding the people who are involved, information which an individual has at their disposal and the job substance. Experience and personal characteristics have a main role in the formation of tacit knowledge. An ability and willingness to learn from experience, willingness for self-reflection, ability to make decisions, perceptivity, curiosity, creativity, intelligence and analytical skills may also be significant personal characteristics. It is advisable in a development program for future managers to contain educational methods such as team collaboration, model solving situations, project solving, and learning-by-doing because these methods support tacit knowledge formation.

Why is it important?

In managerial work tacit knowledge will influence a manager’s decision-making and their style of leadership. Consequently, both can have an influence on their success. Tacit knowledge influences a managerial success so it is useful to understand what influences tacit knowledge forming and moulding because these findings can be used in the preparation for a managerial position or to shorten the period of adaptation for a new manager.

Perspectives

Dr. Jana Matošková
Tomas Bata University in Zlín

According to our research, tacit knowledge appears to influence managerial work, especially manager’s leadership, planning and decision making.

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http://dx.doi.org/10.18848/2327-7998/cgp/v12i04/50809

The following have contributed to this page: Dr. Jana Matošková