Tacit knowledge seeking from teammates: unravelling the role of social capital

Abstract

PurposeThis study aims to empirically examine how the perception of social capital in work teams motivates individuals to proactively seek tacit knowledge from teammates and the subsequent impact on individual creative performance. In addition, it offers an empirical validation of interrelationships between the different sub-dimensions of social capital.Design/methodology/approachA questionnaire-based survey was used, and data were collected from 437 professionals working in the information technology (IT) sector. Structural equation modelling (SEM) using AMOS 22 was used for hypothesis testing.FindingsAs per the findings of the study, all social capital dimensions, except shared language and benevolence-based trust, demonstrate a significant positive influence on tacit knowledge-seeking behaviour of employees. The results also provide evidence that point to a significant positive relationship between tacit knowledge-seeking behaviour and the creative performance of employees. Further, a significant positive interrelationship between different social capital dimensions is confirmed.Originality/valueAs per the findings of the study, all social capital dimensions, except shared language and benevolence-based trust, demonstrate a significant positive influence on tacit knowledge-seeking behaviour of employees. The results also provide evidence that point to a significant positive relationship between tacit knowledge-seeking behaviour and the creative performance of employees. Further, a significant positive interrelationship between different social capital dimensions is confirmed.