Harvard Business Review

AUGUST 15, 2017

Many leaders see organizational learning simply as sharing existing knowledge. This isn’t surprising given that this is the primary focus of educational institutions, training programs, and leadership development courses. In an organization focused on scalable efficiency, the focus of learning is on sharing explicit knowledge.

Tacit Knowledge 15

Tacit Knowledge Explicit Knowledge Efficiency Directory 15

Harvard Business Review

AUGUST 31, 2018

Developing a diverse leadership pipeline can benefit companies in all sectors. To increase diversity at senior executive levels, more must be known about one group in particular: women of color in midlevel leadership, who successfully developed and progressed beyond individual contributor and first-line management.

Management 13

Management Tacit Knowledge Diversity Leadership Pipeline 13

Harvard Business Review

AUGUST 29, 2017

What’s more, the subsidiaries operated more or less autonomously, each with separate organizational cultures and norms. This type of orientation can be incredibly valuable to cultivate for anyone working for multinationals or in other global careers, and can also be used by managers to develop employees.

Succession 15

Succession Globalization Tacit Knowledge GDP 15

Harvard Business Review

OCTOBER 31, 2012

The only person not applauding was Wang Xiguo, the engineer who had led the development of Prime's power train technology. For another, Prime had embedded a great deal of "tacit knowledge" into some of the components — knowledge that was more "know why" than pure know-how. The workers standing near him applauded.

Case Study 8

Case Study Technology Tacit Knowledge Engineering 8