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Eliciting and mapping tacit knowledge on teamwork success of Six Sigma teams

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Knowledge Management Research & Practice

Abstract

This study aims to elicit and map tacit knowledge on teamwork success as a lens to examine variations in team performance. A new approach based on narrative simulations and the traditional similarity ratings were adopted with Six Sigma teams in an international manufacturing company. Convergence in the knowledge maps among team members and that between teams and the management of the company have been examined. Both approaches revealed differences in high performance teams and average teams. The narrative simulations elicited richer knowledge, provided a second layer with contexts to a better understanding of team knowledge, and generated more actionable suggestions for team development. Misconceptions in some Six Sigma teams were also identified, which provide insights for team training and development. The study demonstrates the application of narratives and sensemaking theories to the elicitation of team knowledge in rich contexts and multiple layers.

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Acknowledgements

The authors wish to thank the Research Committee of the Hong Kong Polytechnic University for the financial support for this study, and the company (which wishes to remain anonymous) for its participation and support in this work.

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Authors and Affiliations

  1. Knowledge Management and Innovation Research Centre, The Hong Kong Polytechnic University, Hung Hom, Hong Kong

    Tracy X P Zou & W B Lee

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  1. Tracy X P Zou
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  2. W B Lee
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Correspondence to Tracy X P Zou.

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CorrectionThe AOP version of this article has been amended to correct the corresponding author name.

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Zou, T., Lee, W. Eliciting and mapping tacit knowledge on teamwork success of Six Sigma teams. Knowl Manage Res Pract 14, 246–255 (2016). https://doi.org/10.1057/kmrp.2014.27

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