By Topic

Knowledge sharing with enhanced learning and development opportunities

Sign In

Cookies must be enabled to login.After enabling cookies , please use refresh or reload or ctrl+f5 on the browser for the login options.

Formats Non-Member Member
$33 $13
Learn how you can qualify for the best price for this item!
Become an IEEE Member or Subscribe to
IEEE Xplore for exclusive pricing!
close button

puzzle piece

IEEE membership options for an individual and IEEE Xplore subscriptions for an organization offer the most affordable access to essential journal articles, conference papers, standards, eBooks, and eLearning courses.

Learn more about:

IEEE membership

IEEE Xplore subscriptions

1 Author(s)
Ritesh Chugh ; Central Queensland University Melbourne, Australia

Over the last decade organisations have taken a keen interest in retaining tacit knowledge as it is a very important asset for organisations. This has led to the adoption of knowledge management practices that provide innovation in decision making, product and process efficiency. However as organisational knowledge is greatly dependant on the tacit knowledge that its employees possess, it is important to dwell upon some human resource functional strategies to encourage sharing of employees' knowledge and also enhance employee retention. The focus of this paper is predominantly on tacit knowledge sharing. Strategies that organisations can take to share, retain and reuse tacit knowledge have been recommended. The role of the human resource function, as a key enabler of tacit knowledge transfer, has been highlighted. Employee rewards management plays a key part in promoting, creating, sharing and preserving knowledge and its vitality has been discussed. The paper also elucidates some learning and development strategies that will fundamentally aid in tacit knowledge transfer.

Published in:

Information Retrieval & Knowledge Management (CAMP), 2012 International Conference on

Date of Conference:

13-15 March 2012