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Establishing Tacit Knowledge Transfer Practices for Competitive Advantage at a Public Sector Organization
Abstract
The purpose of the study anchoring this chapter was to establish the tacit knowledge transfer processes for a competitive edge at a public sector organisation. Using a qualitative approach, data was collected through face-to-face interviews. The study revealed that staff understands and appreciates that the knowledge they possess is beneficial and important to the development of other employees and the competitiveness of the organization. It was established that the cultural factors that obstruct tacit knowledge transfer at this organisation include mistrust, insecurity, and lack of communication among employees. The study concluded that for the organisation to gain a competitive advantage over other pension fund organizations, knowledge needs to be transferred from the experienced senior staff to those who need it, such as subordinates who may be less experienced. The study recommended that the establishment of informal networks and communities of practice that allow employees to transfer knowledge to each other.
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