| This research study used a grounded theory approach to discover and understand the role tacit knowledge networks play for employees of critical functions for a state agency. Employees participate in both strong and weak networks in which tacit knowledge is shared. Strong networks are primarily restricted to immediate geographical areas resulting from lack of time and resource allocations to support participation. Network membership or isolation, the type of knowledge shared, introduction to networks, and roles in networks vary according to tenure within the organization. Networks are strongly impacted by the agency culture and its role as a government organization. Sharing of knowledge results in improved processes, shared workloads and eased work assignments. Networks were strongly impacted by retirements and attrition over the last decade resulting in dissolution or weakening of these connections. |
