Retail Organizations Sharing Tacit Knowledge: A Critical Review

Abstract

In the retailing industry it has become more important to understand how the power of knowledge influences organizational capabilities and success.  The various changes taking place in the workforce (i.e., employee turnover, aging and retiring workforce etc.) have posed challenges to organizations with regard to continuous learning and to the updating of employees' competencies. Further, the overall managing of one's own job requires competencies that are tacit in nature.  This paper examines the importance of three variables--organizational culture, employee trust in management, and social interaction-- to the sharing of tacit knowledge in retail organizations.  The paper presents a conceptual framework that advances both theory and practice concerning the impact of organizational culture and trust on tacit knowledge sharing.