The effect of applying tacit knowledge on maintenance performance: an empirical study of the energy sector in the UK and Arab countries

Mamdouh Refaiy, Ashraf Labib

    Research output: Contribution to journalArticlepeer-review

    Abstract

    The purpose of this paper is to examine the sharing of tacit knowledge among members of the maintenance team and to measure the level of maintenance performance, particularly by three maintenance performance measures: mean time between failures (MTBF), mean time to repair (MTTR), and mean waiting time (MWT). Moreover, the study is based on a questionnaire survey of the energy sector in both the UK and the Arab countries (96 companies in total, 48 from each region) to investigate the relationship between the sharing of tacit knowledge and maintenance performance, and to perform a comparison between the regions. The questionnaire was conducted through the postal service, online, and some interviews. This paper provides evidence that the sharing of tacit knowledge influences team maintenance performance, which enhances the efficiency of the measures offered. It also concludes that sharing of tacit knowledge and transferring it become explicit knowledge, which is stronger in the UK than in the Arab countries. The paper offers several applications to help maintenance managers begin to think about sharing tacit knowledge culture as an independent entity and, accordingly, being able to manage it. Furthermore, this approach should be considered by other sectors as well. Finally, the originality value of this paper suggests empirical support between technical knowledge (know-how) and their effects on performance measures of the maintenance function. There is a scarcity of research in this field.
    Original languageEnglish
    Pages (from-to)277-288
    Number of pages12
    JournalKnowledge Management Research & Practice
    Volume7
    Issue number3
    DOIs
    Publication statusPublished - 2009

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