A critical discourse on tacit knowledge management and the performative agenda: Implications for industry training and development. Issue 3 (8th May 2018)

• Record Type: Journal Article
• Authors: Garrick, John
• Is Part Of: European journal of training and development. Volume 42:Issue 3/4(2018)
• Page Start: 210
• Page End: 225
• Publication Date: 2018-05-08
• Subjects: Organizational performance -- Tacit knowledge -- Experiential learning -- Performativity -- Industry training -- Working knowledge; Employees -- Training of -- Europe -- Periodicals; Employees -- Training of -- Periodicals; Manpower planning -- Europe -- Periodicals; Manpower planning -- Periodicals; Career development -- Periodicals; 331.259205
• DOI: 10.1108/EJTD-12-2017-0107
• Languages: English
• ISSNs: 2046-9012

Abstract

Abstract : Purpose: This paper examines the relationship between the tacit knowledge held by learning and development professionals and performance measurement regimes of post-modern organisations. Design/methodology/approach: Drawing onPolanyi's (1958 ;1968) influential ideas about tacit knowledge andLyotard's (1984) theory of performativity with regard to criteria such as profit-performance, it assesses the applicability and relevance of tacit, working knowledge in the internet age to the daily working lives of industry training and development personnel. A central question for the study is whether such professionals can still tap into and use their tacit know-how without having it reduced by contemporary performance-oriented regimes of "knowledge". Findings: It is argued that there is a powerful interaction between tacit knowledge and narratively produced performance regimes – which are now supported by digital-age technologies including developments in artificial intelligence (AI). It has also been argued that fostering organisational environments that encourage open communication and allow a role for critique remains vital. Research limitations/implications: With systems of knowledge production including AI at the point of potentially overriding human decision-making processes, more research is required into possible implications of uploading workers' tacit, working knowledge in different contexts and ways to foster open communication and critique in organisations. Originality/value: The overt linking of classic theories – Polanyi and Lyotard – and applying these to contemporary (digital-age) training and development contexts is original.