Over the last quarter of a century it has been established that knowledge sharing provides a critical competitive advantage. Polanyi (1978) stated tacit knowledge is a form of knowledge that, people carry knowledge in their minds. Drucker (1993) stated that knowledge would become an essential and critical asset/resource in organisations. Nonaka and Takeuchi (1995) knowledge spiral explored the relationship between tacit knowledge and explicit knowledge. Wenger’s study at Chrysler (1999) illustrated how collaboration was a vital component in informal learning situations, Wenger‘s community of practice is structural model, that contains: a domain (place) a common ground; a community which creates the social fabric of learning; and the practice, a set of frameworks. The conversion and fusion of tacit knowledge is crafted through action, reflection and emotional involvement (Johannessen 2011).

This study aims to examine how electrical engineers share tacit knowledge on location/worksites through; experience, observation, imitation and practice. This transfer of information, intelligence, evidence and knowledge is meaningless without shared experience and socialisation. The sharing of tacit knowledge enables engineers to acquire and interpret new information and then to construct valuable solutions to solve problems/innovation. By extracting this tacit knowledge an engineering organisation can be innovative by drawing up the collective resourcefulness and initiative of the engineers.