Tacit knowledge transfer

Abstract

This paper seeks to explore tacit knowledge in the light of knowledge transfer. Specifically it looks at the technique of mentoring as a process through which this highly personalized knowledge can be replicated in any organization. It also introduces knowledge acquisition process as innate and broadly presents various existing models of tacit knowledge transfer. In addition, it explores the significance of mentoring to all key actors in the process of knowledge transfer while also providing some case scenarios in which this strategy has been successfully used to ensure competitive advantage based on developed long standing knowledge.