How do managers successfully acquire tacit knowledge

[Deutscher Titel: Wie sich Führungskräfte erfolgreich “stilles” Wissen aneignen (Text übersetzen: Deutsch)]

Steven J. Armstrong and Anis Mahmud
Experiential Learning and the Acquisition of Managerial Tacit Knowledge
The Academy of Management Learning and Education (AMLE), Volume 7, Number 2 / June 2008, Pages 189 – 208 

Abstract: Tacit knowledge is believed to be one factor that distinguishes successful managers from others. We sought to determine whether levels of accumulated managerial tacit knowledge (LAMTK) were associated with managers’ dominant learning styles. Instruments used in the study, involving 356 Malaysian public sector employees, included Sternberg et al.’s (2000) Tacit Knowledge Inventory for Managers and a normative version of Kolb’s (1999a) Learning Styles Inventory (LSI-III). Findings suggest that LAMTK is independent of the length of subjects’ general work experience, but positively related to the amount of time spent working in a management context. Learning styles also had a significant relationship. Subjects who spent most of their time performing management functions and whose dominant learning styles were accommodating had significantly higher LAMTK than those with different learning styles. We also found support for the belief that learners with a strong preference for all four different abilities defined in Kolb’s learning theory may be critical for effective experiential learning.

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