Exploring the performance of tacit knowledge: How to make ordinary people deliver extraordinary results in teams

作者：

Highlights：

• The upper management team conversed the tacit productive team knowledge into collective tacit managerial knowledge enabling the conversion to innovative products.

• Expert, nodding, familiarity and holistic individual tacit knowledge are conversed to collective productive and managerial tacit knowledge translated to new products..

• We have found a workable strategy of conversing individual tacit knowledge to collective productive and managerial tacit knowledge enabling explicit business performance.

• The process of conversing individual and collective tacit knowledge to productive and managerial business performance can be designed, planned, managed and controlled through teams..

摘要

•The rotation of professional roles moved the team members out of their comfort zone conversing individual tacit professional knowledge into productive tacit knowledge enabling explicit business knowledge.•The upper management team conversed the tacit productive team knowledge into collective tacit managerial knowledge enabling the conversion to innovative products.•Expert, nodding, familiarity and holistic individual tacit knowledge are conversed to collective productive and managerial tacit knowledge translated to new products..•We have found a workable strategy of conversing individual tacit knowledge to collective productive and managerial tacit knowledge enabling explicit business performance.•The process of conversing individual and collective tacit knowledge to productive and managerial business performance can be designed, planned, managed and controlled through teams..

论文关键词：Knowledge modes,Tacit knowledge,Knowledge sharing,Performance,Teams

论文评审过程：Received 10 January 2018, Revised 29 August 2018, Accepted 29 August 2018, Available online 10 September 2018, Version of Record 10 September 2018.

论文官网地址：https://doi.org/10.1016/j.ijinfomgt.2018.08.016