Unveiling Tacit Knowledge Sharing Behaviours in Service Sector Organizations | Original Article

ABSTRACT:

ABSTRACT

In the dynamic landscape of service sector organizations, where intangible assets often hold the key to competitive advantage, the sharing of tacit knowledge emerges as a critical factor in driving innovation, enhancing performance, and fostering organizational resilience. Service sector organizations encompass a diverse array of industries, including healthcare, finance, hospitality, information technology, and professional services, among others. Within these sectors, the delivery of services often relies heavily on the expertise, creativity, and interpersonal skills of employees. Tacit knowledge, which encompasses implicit understandings, skill sets, and problem-solving approaches, plays a pivotal role in navigating complex service encounters, addressing unique customer needs, and adapting to evolving market dynamics. In this context, this paper aims to explore and illuminate the nuances of tacit knowledge sharing behaviors within service sector organizations. By delving into theoretical frameworks, empirical research, and practical insights, it seeks to unravel the complexities surrounding tacit knowledge transfer and offer actionable strategies for fostering a culture of knowledge sharing, collaboration, and innovation in the service sector. The purpose of this study is to ascertain the influence of tacit knowledge on employees in the service sector and the extent to which they use it to promote organizational growth.