Jamshidi Ensiyeh, Nedjat Sima, Nedjat Saharnaz, Nikooee Sima, Rostamigooran Narges, Majdzadeh Reza
Community-based Participatory Research Center, Iranian Institute for Reduction of High-Risk Behaviors, Tehran University of Medical Sciences, Tehran, Iran.
Knowledge Utilization Research Center, Tehran University of Medical Sciences, Tehran, Iran.
Med J Islam Repub Iran. 2018 Nov 22;32:116. doi: 10.14196/mjiri.32.116. eCollection 2018.
Studies show that 90% of an organization's knowledge is embedded and synthesized in its employees' minds. Thus, when employees leave the organization or their positions change, their valuable knowledge, skills, and experiences are lost, however, if used properly, tacit knowledge can be a source of innovation and competitive advantage in an organization. This study aimed at exploring the methods for sharing and utilizing tacit knowledge in health organizations. In this study, qualitative approach was adopted to explore ways of utilizing tacit knowledge in health organizations. Tacit knowledge experts, who had published at least one relevant article, conducted 17 individual and 2 group interviews. Purposeful sampling was used to select the participants. Methods for sharing and utilizing tacit knowledge were explored by holding in-depth semi-structured interviews. Data were analyzed using thematic analysis. The results were summarized into 5 categories and 18 themes. The categories included 'identification of different dimensions of organizational knowledge', 'prerequisites of tacit knowledge utilization', 'defining the process of tacit knowledge utilization', 'converting tacit to explicit knowledge', and 'converting tacit to tacit knowledge'. Participants believed that the process of converting tacit to explicit knowledge was a cyclical process that included the understanding the existing situation and detecting knowledge entry points, identifying knowledge items and harvesting them, assessment, codification, and standardization, entry into knowledge repository, and updating. Our results revealed that health organizations need the prerequisites of tacit knowledge sharing to acquire the capacity to utilize this kind of knowledge. Because the themes extracted in this study are rarely used in health organizations, the results will be helpful in guiding the development of knowledge utilization strategies and planning in these organizations.
研究表明，一个组织90%的知识蕴含并综合在其员工的头脑中。因此，当员工离开组织或其职位发生变动时，他们宝贵的知识、技能和经验就会流失。然而，如果运用得当，隐性知识可以成为组织创新和竞争优势的来源。本研究旨在探索卫生组织中隐性知识的共享和利用方法。在本研究中，采用定性方法探索卫生组织中隐性知识的利用方式。发表过至少一篇相关文章的隐性知识专家进行了17次个人访谈和2次小组访谈。采用目的抽样法选择参与者。通过进行深入的半结构化访谈来探索隐性知识的共享和利用方法。使用主题分析法对数据进行分析。结果总结为5个类别和18个主题。这些类别包括“组织知识不同维度的识别”“隐性知识利用的前提条件”“定义隐性知识利用的过程”“隐性知识向显性知识的转化”以及“隐性知识向隐性知识的转化”。参与者认为，隐性知识向显性知识的转化过程是一个循环过程，包括了解现状和发现知识切入点、识别知识条目并收集它们、评估、编纂和标准化、进入知识库以及更新。我们的结果表明，卫生组织需要隐性知识共享的前提条件来获得利用这类知识的能力。由于本研究中提取的主题在卫生组织中很少被使用，这些结果将有助于指导这些组织的知识利用策略制定和规划。
