Authors: Minrata Supanitchaisiri; Onjaree Natakuatoong; Sukree Sinthupinyo
Addresses: Technopreneurship and Innovation Management Program (TIP), Graduate School, Chulalongkorn University, 14th Floor, Unit 1405-1409, Chamchuri Square, Phayathai Rd., Pathumwan, Bangkok 10330, Thailand ' Department of Educational Technology and Communications, Faculty of Education, Chulalongkorn University, 254 Phayathai Rd., Pathumwan, Bangkok 10330, Thailand ' Department of Computer Engineering, 17th Floor, Engineering 4, Chulalongkorn University, Phayathai Rd., Pathumwan, Bangkok 10330, Thailand
Abstract: This research aimed to examine the obstacles of classical practices for extracting tacit knowledge, and to propose a new method of self-extracting tacit knowledge in organisations. This study opted for an exploratory study using the mixed methods research covering both qualitative and quantitative studies. The focus group interview was used to obtain qualitative information from 24 executives and experts in knowledge management, in five organisations. ATLAS.ti was used to analyse focus group data. The quantitative data was gained from a survey of 26 executives and KM experts who participated in the KM seminar. The result from the analysis was then used to develop a model of tacit knowledge extraction. The key finding is that major challenges of extracting tacit knowledge are lack of certainty of corporate policy, lack of motivation, lack of continuity in knowledge management activities, lack of a support system for the learning environment, lack of participation, non-supportive culture and behaviour, lack of preparation for interviewing, discontinuity in interviews during extraction of tacit knowledge, misinterpreted questioning, and inexperienced interviewers has a lack of experience. Web-based applications were the key source for the questions, which were comprised of both primary and secondary questions.
Keywords: innovative model; tacit knowledge; knowledge sharing; questioning; organisation.
International Journal of Knowledge Management Studies, 2020 Vol.11 No.1, pp.81 - 101
Received: 04 Sep 2018
Accepted: 13 Sep 2018
Published online: 07 Feb 2020 *