Abstract
ABSTRACTEffectively encouraging employees to share valuable knowledge can increase and sustain a firm's competitive advantages. This study adopted an integrated approach to understand casual relationships among knowledge sharing (KS) enablers (social capital factors), mechanism of forming KS behaviours (knowledge collecting and knowledge donating) through individuals’ KS intention, and KS outcome (innovation capability) within research and development teams. The research model was developed by reviewing literature and tested with survey data collected from 230 employees in multiple companies in Iran. Results of partial least squares analysis indicated that social interaction ties (as a structural capital factor), trust, reciprocity, and team identification (as relational capital factors) significantly associated with KS intention. KS intention, in turn, was significantly related to KS behaviours (knowledge colleting and knowledge donating). In addition, findings revealed that members’ willingness to collect and donate knowledge can affect team innovation capability. This study also discusses the implications for fostering social capital and KS behaviours to enhance team innovation capability.
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