Increasing Tacit Knowledge Sharing with an HRIS

This article gives an overview on using a human resource information system (HRIS) to enhance tacit knowledge sharing. Developing and implementing methods for enhancing tacit knowledge is becoming increasingly important in today’s global business environment; tacit knowledge is an emerging engine of economic growth (Argyris & Schon, 1996; Bergman, Jantunen, & Sakso, 2004; Lahaie, 2005; Nonaka & Takeuchi, 1995; Senge, 1990; von Krogh, Ichijo, & Nonaka, 2000). Fortunately, an organization’s HRIS can play a pivotal role in improving tacit knowledge sharing through diagnostic and dissemination methods. But before we can explain how an HRIS can play this role, certain definitions must be made. For this article, we will use a previously developed comprehensive HRIS model that includes all relevant organizational areas relating to HRIS, and describe how each of these areas interact (Mayfield, Mayfield, & Lunce, 2003). As such, it provides an integrated approach to HRIS development and study. More importantly for this article, this model can be used to explicate a blueprint for tacit knowledge enhancement through HRIS techniques, and also provides suggestions for creating specific methods for improving tacit knowledge sharing. Table 1 provides a listing and brief description of model components.