Intergenerational Tacit Knowledge Transfer: Leveraging AI

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Publicado en:Societies vol. 15, no. 8 (2025), p. 213-235
Autor principal: Falckenthal Bettina
Otros Autores: Au-Yong-Oliveira, Manuel, Figueiredo Cláudia
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MDPI AG
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100 1 |a Falckenthal Bettina  |u Department of Mechanical Engineering, Doctoral School, University of Aveiro, 3810-193 Aveiro, Portugal 
245 1 |a Intergenerational Tacit Knowledge Transfer: Leveraging AI 
260 |b MDPI AG  |c 2025 
513 |a Journal Article 
520 3 |a The growing number of senior experts leaving the workforce (especially in more developed economies, such as in Europe), combined with the ubiquitous access to artificial intelligence (AI), is triggering organizations to review their knowledge transfer programs, motivated by both financial and management perspectives. Our study aims to contribute to the field by analyzing options to integrate intergenerational tacit knowledge transfer (InterGenTacitKT) with AI-driven approaches, offering a novel perspective on sustainable Knowledge and Human Resource Management in organizations. We will do this by building on previous research and by extracting findings from 36 in-depth semi-structured interviews that provided success factors for junior/senior tandems (JuSeTs) as one notable format of tacit knowledge transfer. We also refer to the literature, in a grounded theory iterative process, analyzing current findings on the use of AI in tacit knowledge transfer and triangulating and critically synthesizing these sources of data. We suggest that adding AI into a tandem situation can facilitate collaboration and thus aid in knowledge transfer and trust-building. We posit that AI can offer strong complementary services for InterGenTacitKT by fostering the identified success factors for JuSeTs (clarity of roles, complementary skill sets, matching personalities, and trust), thus offering organizations a powerful means to enhance the effectiveness and sustainability of InterGenTacitKT that also strengthens employee productivity, satisfaction, and loyalty and overall organizational competitiveness. 
610 4 |a United Nations--UN 
653 |a Competitiveness 
653 |a Artificial intelligence 
653 |a Collaboration 
653 |a Success 
653 |a Tacit knowledge 
653 |a Organizations 
653 |a Skills 
653 |a Knowledge management 
653 |a Loyalty 
653 |a Explicit knowledge 
653 |a Resource management 
653 |a Knowledge 
653 |a Organizational effectiveness 
653 |a Productivity 
653 |a Retirement 
653 |a Employees 
653 |a Sustainability 
653 |a Well being 
653 |a Job satisfaction 
653 |a Trustworthiness 
653 |a Qualitative research 
653 |a Human resource management 
700 1 |a Au-Yong-Oliveira, Manuel  |u Institute for Systems and Computer Engineering, Technology and Science (INESC TEC), Research Unit on Governance, Competitiveness and Public Policies (GOVCOPP), Department of Economics, Management, Industrial Engineering and Tourism (DEGEIT), University of Aveiro, 3810-193 Aveiro, Portugal; mao@ua.pt 
700 1 |a Figueiredo Cláudia  |u Centro de Investigação de Políticas do Ensino Superior (CIPES), Departamento de Ciências Sociais, Políticas e do Território (DCSPT), University of Aveiro, 3810-193 Aveiro, Portugal; claudiafigueiredo@ua.pt 
773 0 |t Societies  |g vol. 15, no. 8 (2025), p. 213-235 
786 0 |d ProQuest  |t Social Science Database 
856 4 1 |3 Citation/Abstract  |u https://www.proquest.com/docview/3244060378/abstract/embedded/7BTGNMKEMPT1V9Z2?source=fedsrch 
856 4 0 |3 Full Text + Graphics  |u https://www.proquest.com/docview/3244060378/fulltextwithgraphics/embedded/7BTGNMKEMPT1V9Z2?source=fedsrch 
856 4 0 |3 Full Text - PDF  |u https://www.proquest.com/docview/3244060378/fulltextPDF/embedded/7BTGNMKEMPT1V9Z2?source=fedsrch