The problem and the solution. The growing interest developed around transfer of tacit knowledge and its effect on performance has not been matched by an equivalent effort to provide empirical evidence supporting these hypotheses This study of eight firms in Bogotá, Colombia focuses on the process of within-firm transfer of tacit knowledge and the seven dimensions of the learning organization as determinants of performance.
Get full access to this article
View all access options for this article.
References
1.
Argyris, C., & Schön, D. (1978). Organizational learning: A theory of action perspective. Reading, MA: Addison-Wesley.
2.
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99-120.
3.
Brislin, R., Lonner, W., & Thorndike, R. (1973). Cross-cultural research methods. New York: John Wiley.
4.
DeLeo, F. D. (1994). The competitive value of tacit knowledge transfer: An assessment methodology (UMI No. 9502933).
5.
Hernandez, M. (2000). The impact of the dimensions of the learning organization on the transfer of tacit knowledge and performance improvement within private manufacturing firms in Colombia (UMI No. 9994101).
6.
Hernandez, M., & Watkins, K. (2002). Translation, validation and adaptation of the Spanish version of the modified Dimensions of the Learning Organization Questionnaire. Human Resource Development International, 5, 1-10.
7.
Jöreskog, K. G., & Sörbom, D. (1989). LISREL VII: A guide to the program and applications. Chicago: SPSS.
8.
Jöreskog, K. G., & Sörbom, D. (1999). LISREL 8.30 and PRELIS 2.30. Chicago: Scientific Software International.
9.
Kogut, B., & Zander, U. (1992). Knowledge of the firm, combinative capabilities, and the replication of technology. Organization Science, 3, 383-397.
10.
March, J. G. (1991). Exploitation and exploration in organizational learning. Organization Science, 2, 71-87.
11.
Marquardt, M. (1996). Building the learning organization: A system approach to quantum improvement and global success. New York: McGraw-Hill.
12.
Marsick, V., & Watkins, K. (1997). Organizational learning. In L. Bassi & D. Russ-Eft (Eds.), What works: Assessment, development, and measurement (pp. 65-86). Alexandria, VA: ASTD Press.
Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organizational Science, 5, 14-37.
15.
O'Dell, C., & Grayson, C. (1998). If only we knew what we know: The transfer of internal knowledge and best practices. New York: Free Press.
16.
Polanyi, M. (1958). Personal knowledge. Chicago: University of Chicago Press.
17.
Prahalad, C. K., & Bettis, R. A. (1986). The dominant logic: A new linkage between diversity and performance. Strategic Management Journal, 7, 485-501.
18.
Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79-91.
19.
Rumelt, R. (1984). Towards a competitive theory of the firm. In R. Lamb (Ed.), Competitive strategic management (pp. 556-570). Englewood Cliffs, NJ: Prentice Hall.
20.
Senge, P. (1990). The fifth discipline. New York: Doubleday.
21.
Sharma, S. (1996). Applied multivariate techniques. New York: John Wiley.
22.
Shuen, A. (1993). Co-developed know-how assets in technology partnerships (Working paper). Berkeley, CA: Center for Research on Management.
23.
Watkins, K., & Marsick, V. (1993). Sculpting the learning organization: The art and science of systematic change. San Francisco: Jossey-Bass.
24.
Watkins, K., & Marsick, V. (1997). Dimensions of the Learning Organization Questionnaire (Survey). Warwick, RI: Partners for the Learning Organization.
25.
Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5, 171-180.
26.
World Bank. (1999). The World Bank group regions and countries—Latin America and the Caribbean. Washington, DC: Author.