TACIT KNOWLEDGE TRANSFER IN ENGINEERING ORGANIZATIONS: MANAGEMENT TRAINING FOR EXPRESSWAY OPERATION

Abstract

 We have designed, developed, and implemented a management training program for an engineering organization responsible for expressway operation, and examined the mechanism of tacit knowledge transfer within the organization.

 To maintain the organization’s identity in creating technical standards for high-performance expressway operation, we developed a dual-structure training program, where learners were able to re-experience good practices from the past with discussion based on new social situations and technologies. The work of the learners was evaluated before and after training to estimate the effects of the training program.

 We also found that improved effectiveness of the training program was associated with greater knowledge and experience among the leaners and greater utilization of role-playing elements. In addition, the training effect doubled due to the leadership of the facilitators. As the participants understood and evaluated the mechanism of training without receiving explanations, it was considered that tacit knowledge, which had not yet been defined, had been transmitted to the learners.