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Help Employees Create Knowledge — Not Just Share It

Harvard Business Review

We believe the old, “scalable efficiency” approach to knowledge needs to be replaced with a new, more nimble kind of “scalable learning.” ” To foster the latter, managers should understand five essential distinctions: Explicit versus tacit knowledge. Individuals versus workgroups and networks.

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What Tesla Knows That Other Patent-Holders Don’t

Harvard Business Review

There’s a lot of thinking in the research these days on the gap between the codified knowledge that is patentable and gets disclosed versus tacit knowledge that really exists in how you actually produce,” says Orly Lobel, a law professor at the University of San Diego specializing in intellectual property.

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How Women of Color Get to Senior Management

Harvard Business Review

Having influential senior leaders — including men as well as women of color — serve as mentors, advisers, and role models provided emerging women managers with the tacit knowledge needed to navigate their company’s leadership structure. Too often, their ambitions are thwarted.

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How to Successfully Work Across Countries, Languages, and Cultures

Harvard Business Review

In his mind, both cleaning rituals demonstrated commitment and responsibility to a particular place. Organizational identification , the term for when an individual feels at one with the organization, is crucial for fostering job satisfaction, commitment, and performance. Interactions are also vital for sharing knowledge across sites.

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Your Whole Company Needs to Be Distinctive, Not Just Your Product

Harvard Business Review

Our recommendations for accomplishing this start with the top team’s commitment, and expands to include people throughout the enterprise. Make tacit knowledge explicit by codifying the things you do in capabilities, but keep rethinking, improving, and reworking your codification.

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How to Bring in a New CEO for Your Startup

Harvard Business Review

Most startup founders are deeply committed to the companies they have launched and heavily invested in the dream of leading the company to long-term business success. Minimize the handover period. The ideal handover period should be approximately two weeks.

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Case Study: Will Our Chinese Partner Copy Our Technology?

Harvard Business Review

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. Using components from Prime and other providers, Blue Sky was committed to rolling out at least five hybrid models, including minivans and a small bus, within 12 months.