Opportunities for tacit knowledge transfer within a local government matrix type organisation

This research paper attempts to identify and exploit opportunities that exist within a matrix type organisation for the transfer of tacit knowledge. The research was conducted in the context of the amalgamation of two local authorities and the emergence of a new matrix organisational type structure. In order to accomplish the research the interplay between the external environment, people working within the matrix type organisation and the matrix type organisation itself were evaluated. These three are collectively known as the ‘Target Operating Model’. Additionally, the environment in which local authorities operate in is becoming more competitive and constricted due to resource deficiencies. The literature identifies tacit knowledge as one the most important components of knowledge and the benefits it can generate for organisations. For instance, competitive advantage is one benefit that local authorities will welcome in today’s competitive environment. The views and opinions of senior managers working within the local authority sector, who contributed to this research highlight many opportunities that exist for transfer of tacit knowledge. The research ascertained that current knowledge management customs are recognised in a humanist paradigm and are associated with information technology. Overall, there is a focus on codifying knowledge and managing explicit knowledge with no regard afforded to tacit knowledge management. Additionally, there is an awareness from senior managers that there are serious consequences with respect to knowledge loss and that a formal knowledge management strategy would be welcome. This study concludes with the identification of opportunities that exist within the matrix organisation at team level and provides tentative suggestions to exploit these opportunities to ensure that tacit knowledge can be transferred where possible.