Connecting informal networks to management of tacit knowledge

Abstract

The relationship between tacit knowledge and informal networks has not been fully explored. Tacit knowledge cannot be well managed directly, because it is deeply embedded in individual actions and experiences. This study proposes an approach to managing informal networks as a new middle way to facilitate the sharing and transferring of tacit knowledge, owing to the fact that tacit knowledge is mostly shared and transferred through informal networks. To support the idea of the approach, an empirical case study of applying the approach to management of a large scientific project is also included. Our findings suggest that informal networks play essential roles for management of tacit knowledge, and thus good management of informal networks can lead to efficient sharing and transferring of tacit knowledge.

Keywords

Informal networks / tacit knowledge / case study

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