Abstract:
An organization's ability to sustain a long-lasting competitive advantage is brought about by the appropriate management of tacit knowledge. This study purposed to examine ways in which tacit knowledge is managed at IRA, Nairobi, Kenya as well as examine its challenges. The study gives recommendations that if applied can competitive advantage for IRA. The study’s specific objectives were; to establish the sources of tacit knowledge at IRA Nairobi, Kenya, to determine the management's responsibility in establishing a favourable atmosphere for tacit KM in order to bring about a competitive advantage at IRA, Nairobi, Kenya, to assess ways in which tacit knowledge management is applied at IRA Nairobi, Kenya in order to bring competitive advantage, to examine the challenges encountered and give recommendations in the management of tacit knowledge for competitive advantage at IRA, Nairobi, Kenya. This study was informed by the Knowledge Conversion Theory – Socialization, Externalization, Combination and Internalization (SECI). The research employed a qualitative research method. An exploratory case design was applied to understand the phenomenon and an interpretivist philosophical world view was adopted by the researcher. The target population was 85 members of staff at IRA out of which a sample of 43 was drawn using purposive criterion sampling. Data was collected using face to face interviews and reported in verbatim. NVivo version 12 software program was used for the analysis of the study and the findings presented in terms of figures and charts. The research revealed that tacit knowledge management practices are implemented at IRA to some extent. Different sources of tacit knowledge management were identified, majority being held by the staff members. Further, it was established that the management supports knowledge management initiatives in the organization. Through tacit knowledge management, the organization has acquired a competitive advantage over other firms thereby demonstrating the importance of tacit knowledge to a firm. Despite these, the research established that there were some challenges facing tacit knowledge management in the organization. These included lack of commitment from staff and lack of a policy. The study recommends a structured way of tacit knowledge management, involvement of staff in tacit knowledge management and having proper policies for managing tacit knowledge, among other strategies. This study is also relevant for government such as parastatals in the management of the rich tacit knowledge within their organizations as it reiterates the importance of the same
