Decoding the unwritten rules : a case study on acquiring, sharing, and transferring tacit knowledge in hybrid work in it consulting
Halmetoja, Antti (2025)
Diplomityö
2025
School of Engineering Science, Tietotekniikka
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe20251209116606
https://urn.fi/URN:NBN:fi-fe20251209116606
Tiivistelmä
The transition to hybrid work has challenged the traditional mechanisms of knowledge transfer in software engineering. While explicit knowledge moves easily through digital channels, tacit knowledge—the unwritten rules, cultural nuances, and professional craft—has historically relied on physical proximity and “osmotic” communication. This thesis investigates how IT consultants navigate the lifecycle of tacit knowledge when co-location is limited.
The study employs a qualitative single case study design. Data was collected through semi-structured interviews with 10 IT consultants, ranging from junior developers to unit leads. The analysis utilized thematic analysis within the framework of the SECI model of knowledge creation.
The key finding is a fundamental shift from passive osmosis to active intentionality. The results show that “digital osmosis” does not exist; in a hybrid environment, knowledge transfer requires deliberate, scheduled actions. Consultants have adopted strategies such as “fly on the wall” observation to acquire client culture, “open huddles” to simulate peer co-presence, and “active verification” techniques to ensure knowledge transfer to clients.
The study concludes that successful hybrid work requires organizations to treat social interaction as critical infrastructure. Leadership must actively construct psychological safety to overcome the high threshold of digital communication. Theoretically, the study extends the concept of the boundary spanner to include bridging the “digital gap” in trust and communication.
The study employs a qualitative single case study design. Data was collected through semi-structured interviews with 10 IT consultants, ranging from junior developers to unit leads. The analysis utilized thematic analysis within the framework of the SECI model of knowledge creation.
The key finding is a fundamental shift from passive osmosis to active intentionality. The results show that “digital osmosis” does not exist; in a hybrid environment, knowledge transfer requires deliberate, scheduled actions. Consultants have adopted strategies such as “fly on the wall” observation to acquire client culture, “open huddles” to simulate peer co-presence, and “active verification” techniques to ensure knowledge transfer to clients.
The study concludes that successful hybrid work requires organizations to treat social interaction as critical infrastructure. Leadership must actively construct psychological safety to overcome the high threshold of digital communication. Theoretically, the study extends the concept of the boundary spanner to include bridging the “digital gap” in trust and communication.