تاثیر مدیریت دانش ضمنی بر عملکرد سازمانی: شواهد مالزی The impact of tacit knowledge management on organizational performance: Evidence from Malaysia

1. Introduction In current dynamic business environment, the competition is getting stiffer and sustainability become an issue. Organizational performance had been key focus in implementing measures to ensure competitiveness and sustainability. Performance is at the core of all activities in organizations as it determines the. organizations’ survival (Wang, Bhanugopan, & Lockhart, 2015). In view of this, organizations have to manage money, energy and time effectively and efficiently to optimize the return on investment. This can be achieved through I-TOP model (Muthuveloo, R. & Teoh, A. P., 2013) through its three dimensions comprised of Technology Infinite Possibilities, Outright Environmental Scanning and People (Human Capital Development). This paper focusesed on the third dimension of I-TOP model called people (Human Capital Development) in order to optimize the organizational performance. The contribution of people towards organizational performance can be classified into two categories namely hardware and software. Hardware and software indicate the skills and knowledge needed to optimize performance respectively. It examines whether knowledge has significant influence on organization performance and how to retain, share and utilize knowledge to enhance organizational performance. As indicated by Kruger & Johnson (2011), it focuses on formulating strategies for knowledge management especially the tacit knowledge which is recognized as main sources of competitive advantage of firms. Fundamentally, people operates at all related functions in an organization and without them, business is basically a null. Hence, this study emphasizes knowledge management of employees as a key business strategy for organizational performance.