Beyond SECI Model: Custodian–Successor Roles in TK Transfer in Construction Academia

Abstract

This paper presents the first results of a doctoral research project on the management of scientific tacit knowledge of employees with long scientific seniority (LSS), defined as 25+ years post-doctorate, focusing on knowledge transfer in the academic environment related to construction. The primary goal of this doctoral research is to create a model that supports the transfer of LSS tacit knowledge to other employees. The research question is: How should the tacit knowledge of LSSs be managed to preserve and pass their legacy on to younger generations? The SECI knowledge spiral model was adopted as the foundation for the development of the proposed model. However, the classical SECI framework has been extended by incorporating two critical roles: The Custodian, responsible for preserving, structuring, and documenting the tacit knowledge of LSS; and The Successor, an individual actively acquiring and applying tacit knowledge in practice, ensuring its continuity in scientific work. The model was developed based on a triangulated research approach combining an online survey, in-depth interviews, and an extended literature review. Thirteen research organisations participated in the study: six from Poland and seven from Europe. 52 completed surveys were obtained (100%) and 51 interviews were conducted (98%). The results were subjected to both qualitative and quantitative analysis. The proposed model operationalises tacit knowledge transfer through a structured process aligned with the SECI phases: socialisation, externalisation, combination, and internalisation, adapted to the realities of scientific institutions. It introduces mechanisms for actively acquiring and preserving knowledge through a combination of traditional methods such as mentoring and coaching, and modern technological solutions, ensuring that the legacy of experienced researchers remains accessible and functional for future generations. This study contributes by proposing a structured, role-based framework that enhances the practical applicability of tacit knowledge management in construction academia. The paper concludes by discussing the practical applications of the model and its potential for broader adaptation to knowledge-intensive institutions.