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Role of explicit and tacit knowledge in Six Sigma projects: An empirical examination of differential project success
Author(s) -
Anand Gopesh,
Ward Peter T.,
Tatikonda Mohan V.
Publication year - 2010
Publication title -
journal of operations management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.649
H-Index - 191
eISSN - 1873-1317
pISSN - 0272-6963
DOI - 10.1016/j.jom.2009.10.003
Subject(s) - tacit knowledge , knowledge management , explicit knowledge , context (archaeology) , six sigma , process (computing) , variance (accounting) , sample (material) , empirical research , computer science , business , process management , marketing , mathematics , paleontology , chemistry , statistics , accounting , chromatography , lean manufacturing , biology , operating system
This research develops a conceptual model for predicting success of process improvement projects as a result of knowledge‐creation practices employed in the projects. The model is empirically examined in the context of Six Sigma black belt projects. New scales are developed to measure explicit‐ and tacit‐knowledge‐creation practices in process improvement. Data is gathered via a cross‐sectional sample, and the hypotheses are tested using hierarchical regression. Our results support the notion that knowledge‐creation practices influence the success of process improvement projects. Specifically, the inclusion of softer, people‐oriented practices for capturing tacit knowledge explains a significant amount of variance in project success, as much as the more analytically focused practices that capture explicit knowledge. This research offers practical insights about the influence of practices that project managers use to create new knowledge by capturing explicit and tacit knowledge, and seeks to advance theoretical understanding of process improvement.