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La transmission des savoirs tacites en milieu de travail : le rôle de la communauté de pratique, du climat organisationnel et de la forme de l'organisation
| Content Provider | Semantic Scholar |
|---|---|
| Author | Lejeune, Michel |
| Copyright Year | 2005 |
| Abstract | This study deals wïth the transmission 0f tacit knowledge within an organization. We first examine the theory that the transmission of tacit knowledge depends on smaii informai groups caiied “communities of practice.” Our fieldwork confirms the resuits of the most important knowledge management studies with respect to communities of practice in organizations. If one accepts the idea that the very essence of communities of practice lies in their informaiity (Smith, 2001; Cook and Brown, 1999; Mascitelli, 2000; Kok, 2000; Reber, 1993) and the transmission of tacit knowiedge (Brown and Duguid, 1998; Trenten, 2001; Bhatt, 2001; von Krogh et aI., 2001; Nonaka et ai., 2000; McAdam and McCreedy, 2000; McDermoff, 1999), one notes that the individuais best positioned to transmit tacit knowiedge are found within informai groups. The community of practice thus acts as a “catalyst” for the transmission of tacit knowiedge. We next examine the reiationship between organizational ciimate, community of practice, and the use of tacit knowiedge in the workpiace. it is accepted that, by itseif, the community of practice cannot ensure optimal transmission of tacit knowiedge in an organizational environment. Organizationai ciimate appears to be another determining factor (von Krogh et at, 2001; Livonen and Huotari, 2000). However, our analyses demonstrate that among the primary aspects of organizationai ciimate examined, “work incentive” is the only one that can be positiveiy iinked to the use of tacit knowledge. On the other hand, the community of practice has a “moderating” effect on this same reiationship. This somewhat paradoxicai phenomenon confirms the thesis which states that the community of practice underlies a particuiar method of work seif-reguiation, which remains effective as long as managers limit their interventions with group members. (Brown and Duguid, 1998; Wenger and Snyber, 2001; Kok, 2000; Hatchel et aI., 2002). |
| File Format | PDF HTM / HTML |
| Alternate Webpage(s) | https://papyrus.bib.umontreal.ca/xmlui/bitstream/handle/1866/17303/Lejeune_Michel_2005_these.pdf?isAllowed=y&sequence=1 |
| Language | English |
| Access Restriction | Open |
| Content Type | Text |
| Resource Type | Article |
