Tacit Knowledge and Knowledge Management: The Keys to Sustainable Competitive Advantage

By Roy Lubit. 2001

391 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/ad70a3a51df1903e394a987e870e7465fbb7e2f7

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Citations in the corpus

Experiential learning and the acquisition of managerial tacit knowledge (2008, background): “Not only has it been shown to be important for the success of individuals (Nestor-Baker, 1999; Wagner & Sternberg, 1985), but it is also important for organizations (Baumard, 1999; Hall, 1993; Lubit, 2001; Prahalad & Hamel, 1990).”
Relationship between protean career orientation and work–life balance: A resource perspective (2015, background): “Because extensive human capital provides employees with greater job proficiency, knowledge, and portable skills (Anderson, 2001; Lubit, 2001) and can increase their ability to meet the performance expectations of various occupations (Burt, 1997; Portes, 1998), it acts as a labor market signal…”
The strategic role of Human Resource Development in managing core competencies (2008, background): “Data on what the competencies are can be derived from such collective learning exercises as After Action Reviews and Learning Histories (Lubit 2001).”
Employability: A psycho-social construct, its dimensions, and applications (2004, background): “Experience usually affords an individual varying levels of proficiency and tacit knowledge (Lubit, 2001), which makes one more attractive to prospective employers.”
Knowledge Management Enablers, Processes, and Organizational Performance: An Integrative View and Empirical Examination (2003, background): “An organization may face difficulties in building its knowledge creating environment due to the lack of adequate culture despite its well-constructed IT [23, 72].”
Toward a Holistic Theory of Knowledge and Adult Learning (2003, background): “For example, employees’ perceived justice (i.e., individual emancipatory knowledge under a strong influence of collective critical knowledge) might facilitate or inhibit knowledge sharing (Lubit, 2001).”