Agile Organization and Tacit Knowledge Sharing

Abstract

This study explores how agile and non-agile mindsets share tacit knowledge and how this sharing influences the development of agile organizations. The sample, consisting of 1871 knowledge workers, was analyzed using structural equation modeling (SEM). Results show that employees with an agile mindset share tacit knowledge and contribute more significantly to an agile organization than their non-agile counterparts. Additionally, tacit knowledge sharing is found to be critical to the growth of agile organizations. The study’s practical implication is that organizations aiming to operate as agile enterprises should create favorable conditions for tacit knowledge sharing, an essential component of informal learning. Continuous learning is critical for the constitution of agile organizations.