Knowledge Management for Competitive Advantage: Exploring Tacit Knowledge Strategies in Project Environments

Abstract

This article explores ways to improve tacit knowledge capture and transfer processes in project-oriented organizations, focusing on its role in fostering organizational innovation and competitiveness. In this context, this article aims to investigate how the processes of creating, capturing, transferring, and reusing tacit knowledge contribute to achieving sustainable competitive advantages. To achieve this, the study is built upon a theoretical foundation derived from a systematic literature review, with particular attention to established knowledge management models and their relevance to project-based settings. The 102 articles used as analysis corpus were extracted from the Scopus and Web of Science databases. The study also adopts a qualitative methodology, centered on a single case study of an organization specializing in Enterprise Resource Planning implementations. Data collection methods included focus groups with seasoned project managers, participant observation, and an in-depth analysis of organizational documents. The findings demonstrate the effectiveness of the model in bridging knowledge gaps, enhancing collaboration, and embedding tacit knowledge into project workflows. The study also highlights the critical role played by "Knowledge Brokers" and the use of structured tools such as accelerators in facilitating the capture and transfer of knowledge. Additionally, the research identifies obstacles to tacit knowledge transfer and proposes solutions to mitigate these challenges. The results underline the importance of cultural alignment and strong leadership commitment in leveraging tacit knowledge to drive long-term innovation and maintain competitiveness.