The Role of Explicit and Tacit Knowledge in Purchasing and Supply Management (PSM) Today and in Future

Lydia Bals; Steve Kelly; Heike Schulze; Klaas Stek

The Role of Explicit and Tacit Knowledge in Purchasing and Supply Management (PSM) Today and in Future

Lydia Bals, Steve Kelly, Heike Schulze , Klaas Stek

Research output: Contribution to conference › Paper › Research › peer-review

Abstract

While research has shed considerable light on the organizational-level maturity of PSM organizations, the individual competencies of PSM, especially in light of current developments in the workplace such as digitization, have received relatively less attention. Firstly, this paper identifies the necessary competencies required by PSM practitioners, both currently and in the future. Secondly, it adopts a Knowledge-Based View (KBV), differentiating PSM competencies as either explicit (‘know-what’ and codifiable) or tacit (‘know-how’ and difficult to articulate). Methodologically, it engages in theory-elaboration, basing itself on KBV and following a case study approach with 16 companies and a total of 46 interviewees.

Original language	English
Publication date	2017
Number of pages	11
Publication status	Published - 2017
Event	26th Annual IPSERA Conference: Coping with the Future: Picking your Battles - Anna Grand Hotel, Budapest, Hungary Duration: 9 Apr 2017 → 12 Apr 2017 Conference number: 26 http://ipsera2017.com/

Conference

Conference	26th Annual IPSERA Conference
Number	26
Location	Anna Grand Hotel
Country/Territory	Hungary
City	Budapest
Period	09/04/2017 → 12/04/2017
Internet address	http://ipsera2017.com/

Keywords

Purchasing and supply management
Competencies
Knowledge-based view

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title = "The Role of Explicit and Tacit Knowledge in Purchasing and Supply Management (PSM) Today and in Future",

abstract = "While research has shed considerable light on the organizational-level maturity of PSM organizations, the individual competencies of PSM, especially in light of current developments in the workplace such as digitization, have received relatively less attention. Firstly, this paper identifies the necessary competencies required by PSM practitioners, both currently and in the future. Secondly, it adopts a Knowledge-Based View (KBV), differentiating PSM competencies as either explicit ({\textquoteleft}know-what{\textquoteright} and codifiable) or tacit ({\textquoteleft}know-how{\textquoteright} and difficult to articulate). Methodologically, it engages in theory-elaboration, basing itself on KBV and following a case study approach with 16 companies and a total of 46 interviewees.",

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T1 - The Role of Explicit and Tacit Knowledge in Purchasing and Supply Management (PSM) Today and in Future

AU - Bals, Lydia

AU - Kelly, Steve

AU - Schulze , Heike

AU - Stek, Klaas

N1 - Conference code: 26

PY - 2017

Y1 - 2017

N2 - While research has shed considerable light on the organizational-level maturity of PSM organizations, the individual competencies of PSM, especially in light of current developments in the workplace such as digitization, have received relatively less attention. Firstly, this paper identifies the necessary competencies required by PSM practitioners, both currently and in the future. Secondly, it adopts a Knowledge-Based View (KBV), differentiating PSM competencies as either explicit (‘know-what’ and codifiable) or tacit (‘know-how’ and difficult to articulate). Methodologically, it engages in theory-elaboration, basing itself on KBV and following a case study approach with 16 companies and a total of 46 interviewees.

AB - While research has shed considerable light on the organizational-level maturity of PSM organizations, the individual competencies of PSM, especially in light of current developments in the workplace such as digitization, have received relatively less attention. Firstly, this paper identifies the necessary competencies required by PSM practitioners, both currently and in the future. Secondly, it adopts a Knowledge-Based View (KBV), differentiating PSM competencies as either explicit (‘know-what’ and codifiable) or tacit (‘know-how’ and difficult to articulate). Methodologically, it engages in theory-elaboration, basing itself on KBV and following a case study approach with 16 companies and a total of 46 interviewees.

KW - Purchasing and supply management

KW - Competencies

KW - Knowledge-based view

KW - Purchasing and supply management

KW - Competencies

KW - Knowledge-based view

M3 - Paper

Y2 - 9 April 2017 through 12 April 2017

ER -