Role of explicit and tacit knowledge in Six Sigma projects: An empirical examination of differential project success
研究开发了一个概念模型，预测流程改进项目的成功取决于项目中使用的知识创造实践，并通过六西格玛黑带项目数据实证检验，发现捕捉隐性知识的人员导向实践与捕捉显性知识的分析实践对项目成功有同等重要影响。
Abstract This research develops a conceptual model for predicting success of process improvement projects as a result of knowledge‐creation practices employed in the projects. The model is empirically examined in the context of Six Sigma black belt projects. New scales are developed to measure explicit‐ and tacit‐knowledge‐creation practices in process improvement. Data is gathered via a cross‐sectional sample, and the hypotheses are tested using hierarchical regression. Our results support the notion that knowledge‐creation practices influence the success of process improvement projects. Specifically, the inclusion of softer, people‐oriented practices for capturing tacit knowledge explains a significant amount of variance in project success, as much as the more analytically focused practices that capture explicit knowledge. This research offers practical insights about the influence of practices that project managers use to create new knowledge by capturing explicit and tacit knowledge, and seeks to advance theoretical understanding of process improvement.