I recall the first full-time job I ever had. I was a young graduate joining Alcan, an aluminium company that made commercial aluminium windows and doors for the architectural building industry. I recall my mentor, a very nice elderly man who had amazing technical knowledge, but I found he was reluctant to share his accumulation of lifelong knowledge with me. This highlights a problem many organizations face today: How do you capture and retain the tacit knowledge that is unwritten, unspoken, and intuitive, which individuals acquire through personal experiences, interactions, and observations (Polanyi, 1966; Nonaka & Takeuchi, 1995)? Unlike explicit knowledge, which is well-documented, codified, and transferred through books, manuals, and databases, tacit knowledge resides within individuals and is difficult to articulate; it includes skills, expertise, and insights gained over time (Polanyi, 1966). Significant competitive advantage can be gained in capturing and leveraging tacit knowledge (Grant, 1996; Nonaka & Takeuchi, 1995). However, due to the intangible nature of tacit knowledge, transferring and retaining this knowledge pose considerable challenges (Szulanski, 1996). Many employees have valuable insights …