Leadership transitions, tacit knowledge sharing and organizational generativity

Purpose – The purpose of this paper is to present results from a two‐part study that tests the efficacy of a methodology for tacit knowledge retrieval, validation and sharing known as generative knowledge interviewing with a group of senior leaders in a non‐profit organization, and then assesses the impact of that process on leaders, managers and knowledge creation efforts across the organization two years later. Design/methodology/approach – Researchers triangulated several different types of qualitative data collection and methods of analysis during a 30‐month period. Findings – Earlier results showed the retiring leader's tacit “core capacities” were successfully retrieved, validated and shared with the new leaders in just four interviews. Two years later, these core capacities and aspects of the generative knowledge interviewing methodology were being used across the organization to improve knowledge sharing as well as recruitment, mentoring, coaching and training processes. The changes that emerged focused talent management and human resource efforts, leading to considerable cost reductions. Practical implications – Results are applicable to leadership development, succession planning, talent management and knowledge creation efforts within public, non‐profit and private sectors. Originality/value – The author proposes the concept of “organizational generativity” to describe the dynamics that facilitated positive organizational change. Although there is growing evidence regarding the types of conditions that enable knowledge creation, these conditions often take years to create. This paper demonstrates how a specific methodology can be used to identify, document and transfer senior leaders' tacit knowledge during the short period of time that often accompanies leadership transitions, and then use this knowledge to leverage long‐term talent management gains.