*2.5.1 Individual characteristics affecting knowledge sharing*

Castellani et al. [47], observed that organizations with higher knowledge capital are more likely to build a strong competitive advantage in any sector and enjoy long term sustainability against their rivals. In this regard, access and

**Figure 1.** *Conceptual framework. Source: Authors own elaboration.*

locating a particular knowledge resource by the individual is key to performance and other accomplishments. As the individual is an important stakeholder and the custodian of tacit knowledge in the organization they are a great addition to the knowledge resource [48]. Therefore, whether to protect, retain or share tacit knowledge, it concerns the individual and their personal unique attributes towards willingness to share. Some empirical studies concluded that, the individual brilliance, talent are vital that is why the concept of tacit knowledge is primary centered on people as revealed that knowledge sharing have a significant impact on individual performance and generally the organizational success [49]. The study further recommended the understanding of how tacit knowledge directly affect the economic and financial performance. Subsequently, Ode and Ayavoo [50] analyzed the impact of knowledge transfer on organizational innovation and the findings suggest that, knowledge sharing has a significant relationship with individual and organismal performance, invocation leading to individual creativity. A similar comparative analysis suggest that, although sharing explicit knowledge positively contributes to organizational innovation, tacit knowledge sharing promotes the additional quality effects to the individual and organizational achievements.

### *2.5.2 Internal culture*

This generally means the method of leadership mechanism made up of the philosophy and style the organization can be identified with. The culture of the organization could be bureaucratic, extreme rigidity, regards for high ethical standards, less concrete supervision, openness and collectivity. Whichever cultural elements are implemented by the organization, the impact on tacit knowledge could be advantageous or detrimental. Other elements of culture that may be associated with knowledge sharing as identified by Khaksar et al. [51], include interpersonal relationships and social trust, effective internal communication and information system dedicated to support knowledge transfer among people could be beneficial in this regards. Reward systems and the structure of the organization are likely determinants of knowledge flow within between people. When individuals are extremely conscious of their titles such as regard for seniority and rank, it may bread the tendency of knowledge sharing obstacles. Milne [52], studied the negative impact of imposition of strange cultures on people and the adverse impact on willingness to share knowledge. McDermott and O'dell [53] confirmed that usually a culture of intolerance is a major obstacle while culture of involvement encourages knowledge initiatives. It is risky for an organization to have knowledge sharing embedded in the culture as it could hurdle creation of new knowledge initiatives.

In other words, positive organizational cultures may promote knowledge sharing example; diversity, social behavior, informal relationships and organizational learning aimed at promoting individual creativity. Culture is aspect of organizational structure that describes people by their shared core values. A very common definition of culture is credited to Collins and Porras [54] organizational culture defines the organizational behavior, philosophy and values observed by the people, including management, employees and the board in manner that influences the conduct of individuals to pursue the objectives of the enterprise" rather than the corporate values based on the structure and hierarchy, social factors (social networks, social relationships, hierarchical relationship, trusting relationships among individuals), which impacts more on the attitude of the people to work towards the strategic objectives of the organization in relations to expectations.

*Importance of Organizational Tacit Knowledge: Barriers to Knowledge Sharing DOI: http://dx.doi.org/10.5772/intechopen.101997*

### *2.5.3 Technology impacts*

An essential requirement for any knowledge sharing initiative is designing a central database for storing and disseminating knowledge among people in an organization. Therefore technology function as the mode of communication, identification of the source of relevant knowledge and transporting this relevant knowledge to the intended persons timely. Some earlier arguments suggest that knowledge management has no connection with technology as it is entirely associated with people. However, many reasons suggest that in contemporary management science, technology facilitates effective knowledge transfer irrespective of the geographical location. According to, Willem and Buelens [28] technology has brought total reformation into corporate culture and that has influenced interactions between people such as the frequency of holding discussions and disseminating relevant information. According to Neches et al. [55], technology has enhanced knowledge accessibility, interaction and rapid responses. Technology has made available various dynamic options through which individuals and corporations can access knowledge and important information more rapidly. Irrespective of the volume of data or information required, with the use of technology mediums large amount of data and information can be shared in the matter of seconds. A major hurdle to the use of technology in KM is the lack of expertise and an organizational culture that does not support technology adoption [56]. Additionally, technology adoption could pose a major risk if management fails to initiate effective controls and protect access to important documents except authorized persons.

### *2.5.4 Organizational factors*

Internal conflicts, structural dimensions, managerial procedures, and assessment and incentive structures that prevent knowledge sharing frequently obstruct necessary positive initiatives [57]. The uniqueness of an entity is expressed in a variety of ways, depending on its underlying values and beliefs. The organizational or corporate principles are constantly referred to as its values, concepts, and systems, which either support or obstruct knowledge creation and internal collaboration within firms [58]. It is well established that organizational culture plays a significant role in the development of a learning organization. Additionally, positive relationships among employees and a strong company culture may be beneficial. Develop their desire to offer their expertise [59]. There are several variables that promote information exchange and give motivation to adopt new technologies. Methods of communication [60, 61]. The most critical, however, are training and incentive systems. Management provisions, donation guidelines, and a designated responsible person.

## **3. Discussion and emerging issues**

This chapter adds to the body of knowledge on knowledge management (KM) literature by identifying research gaps, articulating new arguments, and charting a new course for future research in relation to the work of Bureš [42], Ahammad et al. [62], Dalkir [5], Hafeez and Abdelmeguid [63], Lindsey [43], Mårtensson [6], Lartey et al. [8], McDermott and O'dell [53], Smith [12]. Additionally, identifying critical factors affecting knowledge transfer may assist a variety of stakeholders in academia, industry, and diverse practitioners involved in this field, thereby advancing the culture of knowledge dissemination.

The findings of this study captures the viewpoints of notable experts in the field, following a thorough review of literature on key research questions and identified the following primary areas of concern reported in past research that have generated significant debate:


Furthermore, this study observes that as tacit knowledge is difficult to define in simple terms, the criteria and dimensions are often interpreted wrongly without taking into account distinct organizational context, industry, and sector fit elements. As cited in Nonaka and von Krogh [19] the inexpressible nature of tacit knowledge is a significant barrier to knowledge sharing despite several studies discussing tacit knowledge institutionalization through interdisciplinary approach using organizational learning, intellectual assets, social capital, human resource management and strategic management a significant research gaps still exist. This observation requires an in-depth investigation in this field of discourse to generate a more informed perspective.

The impact of information technology may be an underutilized emerging factor that could break down barriers to knowledge sharing; however, there is evidence in current literature of the use of technological solutions to facilitate the integration and exchange of new knowledge between persons; thus, the following question may be useful to investigate: how is tacit knowledge identified, stored, and codified with the aid of information technology? In conclusion, evaluating the aforementioned research problems may allow for a better understanding and broadening of the theoretical underpinnings of tacit knowledge in specific knowledge management disciplines, which is currently absent in existing literature.

*Importance of Organizational Tacit Knowledge: Barriers to Knowledge Sharing DOI: http://dx.doi.org/10.5772/intechopen.101997*
