Building of Social Capital among Workers in Project Teams and Its Effect on Knowledge Sharing: a Saudi Arabia’s Cultural Context

Aljohani Amer Helail F,Wu Lei

doi:10.18775/ijied.1849-7551-7020.2015.22.2004

Abstract

In the study, we aim to explain how higher levels of knowledge sharing between project workers are attained by companies. The paper creates a research model that ties social capital aspects to tacit knowledge sharing. In that way, the paper suggests on what companies should focus in order to secure a higher team or firm performance through improved knowledge sharing. Social ties, trust, shared vision, reciprocity and shared language are identified as the specific social factors that are key when it comes to achieving satisfactory levels of tacit knowledge sharing. Additionally, we explore how knowledge sharing process is facilitated through Saudi Arabia network system rooted in national culture. The study is designed to suggest ways for organizations to enhance their tacit knowledge sharing. The paper employs a literature review methodology and contributes to the theory of knowledge management and organizational behavior.

Highlights

Knowledge sharing and knowledge quality have proved to be beneficial for numerous organizational outcomes such as enhanced organizational performance and improved employee well-being (Hutching, 2006)
We will identify social capital aspects enabling individual knowledge sharing in project teams, given that the social context is key to facilitating tacit knowledge sharing
Through analysis of factors contributing to knowledge sharing of Saudi Arabia’s organizations, we have developed a research framework that may be used in companies to facilitate knowledge sharing

Summary

Introduction

Knowledge sharing and knowledge quality have proved to be beneficial for numerous organizational outcomes such as enhanced organizational performance and improved employee well-being (Hutching, 2006). The impact of knowledge sharing on team performance, competitive advantage, enhanced knowledge base, and innovation has been widely recorded in literature (Yui, 2002, Shih, 2006) The Organizational Citizenship Behaviour is explained by taking a significant amount of interest to daily operations of the enterprise that is not included in the day to day tasks of the employee. In other words, it involves self-commitment from the side of an employee.

Objectives

Discussion

Conclusion