Role of explicit and tacit knowledge in Six Sigma projects: An empirical examination of differential project success

被引：159

作者：

Anand, Gopesh ^{[1
]}

Ward, Peter T. ^{[2
]}

Tatikonda, Mohan V. ^{[3
]}

机构：

[1] Univ Illinois, Coll Business, Champaign, IL 61820 USA

[2] Ohio State Univ, Fisher Coll Business, Columbus, OH 43210 USA

[3] Indiana Univ, Kelley Sch Business, Indianapolis, IN 46202 USA

来源：

JOURNAL OF OPERATIONS MANAGEMENT | 2010年 / 28卷 / 04期

关键词：

Knowledge management; Organizational learning; Process improvement; Six Sigma; Tacit knowledge; Teams; QUALITY MANAGEMENT-PRACTICES; ORGANIZATIONAL KNOWLEDGE; DYNAMIC THEORY; PERFORMANCE; CAPABILITIES; CREATION; INFORMATION; IMPROVEMENT; SYSTEM; TEAM;

D O I：

10.1016/j.jom.2009.10.003

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

This research develops a conceptual model for predicting success of process improvement projects as a result of knowledge-creation practices employed in the projects. The model is empirically examined in the context of Six Sigma black belt projects. New scales are developed to measure explicit- and tacit-knowledge-creation practices in process improvement. Data is gathered via a cross-sectional sample, and the hypotheses are tested using hierarchical regression. Our results support the notion that knowledge-creation practices influence the success of process improvement projects. Specifically, the inclusion of softer, people-oriented practices for capturing tacit knowledge explains a significant amount of variance in project success, as much as the more analytically focused practices that capture explicit knowledge. This research offers practical insights about the influence of practices that project managers use to create new knowledge by capturing explicit and tacit knowledge, and seeks to advance theoretical understanding of process improvement. (C) 2009 Elsevier B.V. All rights reserved.

引用

页码：303 / 315

页数：13

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