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Tacit Knowledge Transfer Between Baby Boomers and Their Generation X and Y Replacements: A Case Study.

机译：婴儿潮一代及其X和Y代替换之间的隐性知识转移：一个案例研究。

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摘要

Before baby boomers knowledge sources retire, the expectation is for tacit knowledge to transfer to the Generation X and Y knowledge receivers hired as their replacements. The leading edge of baby boomer knowledge sources has now begun to leave the workforce leaving many businesses to discover there is no formal system in place to transfer tacit knowledge from baby boomers to the next generations. Knowledge transfer involves recognizing strategic tacit knowledge and transferring this knowledge to the right people. The general issue to be addressed in this study involved the absence of a formal knowledge transfer process to transfer tacit knowledge from baby boomer knowledge sources to Generation X and Y knowledge receivers. Successful research was dependent on access to available experts. The study was conducted on the Eastern Launch Range (ELR) at the researcher's place of work, a government facility in the state of Florida. This research was a descriptive qualitative Delphi study. The Delphi method emphasized collection of indepth information from a group of experts with specific knowledge. Delphi method participants were baby boomers, referred to as knowledge sources. On the ELR, knowledge sources are characterized as experienced workers in possession of tacit knowledge. Managers, shop supervisors, and system maintenance engineers with more than 10 years of experience populate this group. Data were collected using surveys distributed to panel members and conducted by the researcher via individual e-mail accounts. Experts determined strategic tacit knowledge existed on the ELR. Informal pairings where baby boomers mentor Generation X and Y replacements exist. Study participants wanted a formal knowledge management system and expressed concern that no formal program existed. The present study would be available to Instructional Systems Designers as a reference when designing formal knowledge transfer plans. Study results can also be used as a foundation for leaders evaluating the knowledge transfer climate in their organizations. First, future research could expand on the present study by exploring any differences in perspectives between Generation X and Y knowledge receivers. Second, future research could contrast the methods of knowledge transfer that exist with the methods leaders believe to be in place.
机译：在婴儿潮一代的知识来源退休之前，人们期望将隐性知识转移到雇用的X和Y一代知识接收者作为替代者。婴儿潮一代的知识来源的前沿现已开始离开劳动力队伍，许多企业发现没有正式的体系可以将默认的知识从婴儿潮一代转移到下一代。知识转移涉及识别战略隐性知识并将该知识转移给合适的人。这项研究中要解决的总问题是，缺乏将隐性知识从婴儿潮一代的知识源转移到X和Y一代知识接收者的正式知识转移过程。成功的研究取决于能否获得专家的帮助。该研究是在研究人员的工作地点（佛罗里达州的政府机构）的东部发射场（ELR）上进行的。这项研究是描述性定性德尔菲研究。德尔菲方法强调从具有特定知识的专家组中收集深度信息。德尔菲方法的参与者是婴儿潮一代，被称为知识来源。在ELR中，知识来源的特征是拥有隐性知识的经验丰富的工人。拥有10年以上经验的经理，车间主管和系统维护工程师组成了这个小组。数据是使用分配给小组成员的调查收集的，并由研究人员通过各个电子邮件帐户进行。专家确定ELR上存在战略隐性知识。婴儿潮一代指导X和Y代替代品存在的非正式配对。研究参与者想要一个正式的知识管理系统，并对没有正式的程序表示担忧。在设计正式的知识转移计划时，本研究将可供教学系统设计人员参考。研究结果还可以用作领导者评估组织中知识转移氛围的基础。首先，未来的研究可以通过探索X和Y一代知识接收者之间的观点差异来扩展本研究。其次，未来的研究可能会将现有的知识转移方法与领导者认为适当的方法进行对比。

著录项

  • 作者

    Ratlif, Ardie N.;

  • 作者单位

    Northcentral University.;

  • 授予单位 Northcentral University.;
  • 学科 Business administration.;Organizational behavior.;Management.;Instructional design.
  • 学位 Ph.D.
  • 年度 2015
  • 页码 159 p.
  • 总页数 159
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类
  • 关键词

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