Abstract
This study explores the perceived barriers that blue-collar workers experience when asked to share tacit knowledge in their daily work environments. While tacit knowledge is critical to team performance and operational continuity, little is known about how front-line workers interpret and navigate obstacles to sharing this unspoken expertise. Using a constructivist paradigm and phenomenological methodology, this research centers the voices of experienced workers from a U.S.-based manufacturing organization. Semi-structured interviews and a follow-up focus group were conducted to gather rich, descriptive data. Through thematic analysis, the study identified patterns of hesitation related to trust, recognition, workplace climate, and organizational support structures. Findings reveal that workers often view tacit knowledge as hard-earned and closely tied to personal identity, making sharing a vulnerable act. The implications of this research inform leadership development, knowledge management practices, and organizational culture interventions. By amplifying worker perspectives, this study contributes to a more equitable and sustainable approach to workplace learning and performance improvement in blue-collar industries.
Details
Presentation Type
Paper Presentation in a Themed Session
Theme
KEYWORDS
Tacit Knowledge, Knowledge Sharing, Blue-Collar Workers, Organizational Culture, Team Performance
