Tacit Knowledge Transfer Between Baby Boomers and Their Generation X and Y Replacements: A Case Study

Before baby boomers knowledge sources retire, the expectation is for tacit knowledge to transfer to the Generation X and Y knowledge receivers hired as their replacements. The leading edge of baby boomer knowledge sources has now begun to leave the workforce leaving many businesses to discover there is no formal system in place to transfer tacit knowledge from baby boomers to the next generations. Knowledge transfer involves recognizing strategic tacit knowledge and transferring this knowledge to the right people. The general issue to be addressed in this study involved the absence of a formal knowledge transfer process to transfer tacit knowledge from baby boomer knowledge sources to Generation X and Y knowledge receivers. Successful research was dependent on access to available experts. The study was conducted on the Eastern Launch Range (ELR) at the researcher's place of work, a government facility in the state of Florida. This research was a descriptive qualitative Delphi study. The Delphi method emphasized collection of indepth information from a group of experts with specific knowledge. Delphi method participants were baby boomers, referred to as knowledge sources. On the ELR, knowledge sources are characterized as experienced workers in possession of tacit knowledge. Managers, shop supervisors, and system maintenance engineers with more than 10 years of experience populate this group. Data were collected using surveys distributed to panel members and conducted by the researcher via individual e-mail accounts. Experts determined strategic tacit knowledge existed on the ELR. Informal pairings where baby boomers mentor Generation X and Y replacements exist. Study participants wanted a formal knowledge management system and expressed concern that no formal program existed. The present study would be available to Instructional Systems Designers as a reference when designing formal knowledge transfer plans. Study results can also be used as a foundation for leaders evaluating the knowledge transfer climate in their organizations. First, future research could expand on the present study by exploring any differences in perspectives between Generation X and Y knowledge receivers. Second, future research could contrast the methods of knowledge transfer that exist with the methods leaders believe to be in place.