This study focused on the issue of tacit knowledge management and its value within a large, nonprofit human services organization. The research explored how the organization uses tacit knowledge cultivation and knowledge enablement to achieve its organizational mission. This research was conducted using a naturalistic methodology within the interpretive paradigm. Trustworthiness criteria, including credibility, transferability, dependability, and confirmability, were used to ensure rigor in the research. Prolonged engagement in the research was achieved by a 12 week (81 hours) data collection time frame.

The data collection methods employed in the study included 9 interviews representing organizational volunteers, employees, and board members; 12 direct observations of organizational knowledge management activities; and, the analysis of 34 documents. Thematic analysis and constant comparative analysis were used in tandem to develop three levels of codes in analyzing the data, including open codes, axial codes, and selective codes.

The themes found as a result of the analysis were that the organization relies on experiences and collaborative relationships; the organizational strategy is aligned with its knowledge sharing practices with consistent learning strategies employed as well; and, stakeholders function as community members and have mission connectedness. A conceptual framework was developed to illustrate the elements inherent in this organization’s tacit knowledge cultivation and knowledge enabling environment.