Contents

• Introduction
• Contributions
• Criticisms
• Conclusion
• References

Description

The main subject in Yang and Farn’s paper is the aspect of tacit knowledge sharing. The role of tacit knowledge is becoming increasingly recognized as a critical feature of organizational performance. Sharing the tacit knowledge with other colleagues has its own benefits and disadvantages too. While on the one hand, knowledge sharing can direct the employees and the organization toward achieving better performance and competitive advantages, sharing implicit knowledge of an employee can put him at high risk of misusing that knowledge by other employees against the organizational ethics or in favor of their personal profit. Nonetheless, the aspect of tacit knowledge sharing has tremendous impact on the independent as well as overall performance of employees and the entire organization respectively. The conception of tacit knowledge is closely related to organizational learning and memory. Now organizational learning and memory is required to be shared by its people through interaction and social networking. Knowledge sharing is important for people in order to grow as a whole in an organization. After all, the growth of an organization is related to the sustainability of knowledge flow it contains and maintains. Yang and Farn have given a precise conceptual background of the term ‘tacit knowledge sharing’ in their paper. Sharing tacit knowledge is closely associated with collective involvement of people through various modes of communication and interaction between them, eventually aiming at meeting the individual as well as communal goals of the organization in terms of satisfactory performance.