Tacit Knowledge Sharing Research Articles

Employee Relations, Tacit Knowledge Sharing Activities, And Employee Performance in Social Exchange Theory Perspective

Modern-day enterprise competition is getting more difficult, in particular in the industry 4.0 generation. SMEs or Small and medium-sized corporations as a part of the pillar in the economic industries, want to assume these conditions. Batik is an SME that has contributed to the economic system. various issues are confronted by way of the batik enterprise, together with SMEs in Batik in Semarang. They face a few barriers, inclusive of increasing the capability of human resources. knowledge sharing is an activity to enhance individual talents, specifically trouble-solving and worker self-assurance. Knowledge sharing is an activity to improve individual skills, especially problem-solving and employee confidence. The purpose of this examination turned into exploring the effect on tacit knowledge-sharing activities, employee performance and employee relations. Also, the article defined the activity of tacit knowledge sharing in mediating the effect of employees relation and employee performance. The type of research was explanatory research. The sample was a hundred employees within the SMEs Batik in Semarang. Statistics evaluation of the use of SEM. The finding showed that there was an effect of employee relations on tacit knowledge-sharing activities. Second, there was an effect of tacit knowledge-sharing activities on employee performance. And, employee relations and employee performance had a positive effect. The results of the mediation effect test showed that employee relations have a positive effect on employee performance through tacit knowledge-sharing activities. The suggestion of this research is Batik UKM in Semarang to create a conducive work environment because the results of the study show that the relationship between employees is a success factor in sharing tacit knowledge. The limitation of this research is that the study was only conducted at the Batik UKM in Semarang, which resulted in a very limited generalization of the research findings. The limitation of this research is that the study turned into best carried out on the Batik UKM in Semarang, which led to a totally limited generalization of the research findings. The difficulty of the have a look is that the observation turned into only carried out at the SMEs Batik in Semarang which makes a completely constrained generalization of the findings.

Promoting IT professionals’ tacit knowledge sharing through social capital and web 2.0: the moderating role of absorptive capacity

PurposeThis study aims to examine the comprehensive relationship among dimensions of social capital (SC) and web 2.0 on tacit knowledge sharing (TKS). This research studies innovative work behavior (IWB) as an outcome of TKS. The study also aims to examine the moderating impact of absorptive capacity (AC).Design/methodology/approachThe empirical research collected data from 497 information technology (IT) professionals working in IT organizations. Data were evaluated and presented in tables using the Smart PLS 3.3.3 software.FindingsThe results indicated that SC and web 2.0 significantly affected TKS. The finding also discusses the significant impact of TKS in influencing IWB among IT professionals. The results indicated that AC moderates the relationship between TKS and IWB.Originality/valueThe present paper contributes significantly toward an investigation of TKS, SC, web2.0, AC and IWB as an outcome. The authors also validate and analyze the significant SC higher-order incorporated in all dimensions of SC, thus, forming the methodological part.

Leader Mindfulness and Employee Explicit vs. Tacit Knowledge Sharing: Based on Signaling Theory Lens

Drawing on signaling theory, this study investigates the mediating effects of prosocial and image preservation motivations in the relationship between leader mindfulness and employee explicit and tacit knowledge sharing. To test our conceptual model, we conducted a three-wave field study with 332 dyads full-time employees and their immediate supervisors. Results supported the mediating effects of prosocial motivation in accounting for the relationship between leader mindfulness and employee explicit and tacit knowledge sharing. While image preservation motivation only mediated the positive effect of leader mindfulness on employee explicit knowledge sharing. Our study is among the first to examine how leader mindfulness predicts employee explicit and tacit knowledge sharing. We discuss implications for theorizing on mindfulness, leadership, knowledge management, and motivation, as well as practical implications.

Factors Influencing Tacit Knowledge Sharing in Research Groups in Higher Education Institutions

Higher education institutions (HEIs) create, disseminate, and share knowledge through relationships involving people, processes, and technologies. Tacit knowledge is difficult to formalize and depends on social context. Its sharing is influenced by individual, organizational, and structural factors, and the knowledge management strategy. The literature suggests that this topic is quite relevant and that there is an evident lack of empirical studies investigating the tacit knowledge sharing in higher education institutions (HEIs). In this context, the main objective of this article is to identify the factors that influence the sharing of tacit knowledge in research groups in higher education institutions (HEIs). Data were collected at a Brazilian public higher education institution with a questionnaire applied to research faculty members. The sample was composed of 255 respondents. The data collected enabled the analysis of a structural equation model. The results reveal that individual, organizational structure, and knowledge management strategy factors are determinants for sharing tacit knowledge in the institution’s research groups.

Rewards and knowledge sharing in the CoPS development context: the moderating role of transformational leadership

PurposeKnowledge sharing (KS) among employees is critical to successfully developing complex products and systems (CoPS) but is often hampered by employees’ low motivations. The purpose of this study is to investigate how extrinsic and intrinsic rewards influence employees’ explicit knowledge sharing (EKS) and tacit knowledge sharing (TKS) in the CoPS development context. This study also examines the moderating effects of transformational leadership on the relationships between two types of rewards and two types of KS.Design/methodology/approachThis study builds a research model based on expectancy value theory and Maslow’s hierarchy of needs. To test hypotheses, the authors surveyed 257 employees in CoPS projects and analyzed data with the partial least squares structural equation modeling and hierarchical linear modeling.FindingsThe results of this study demonstrate that extrinsic rewards exert no effect on EKS but negatively affect TKS, while intrinsic rewards significantly promote both EKS and TKS. Moreover, transformational leadership positively moderates the abovementioned relationships.Originality/valueThis study extends the research scenario of KS motivations and responds to the call for shedding light on contextual factors influencing KS. This study also offers a comprehensive theoretical perspective to understand KS motivations. Practically, this study provides managers with suggestions about how to use different rewards to encourage different KS practices.

Effect of Emotional Intelligence to Innovative Work Behavior of Employees Mediated with Tacit Knowledge Sharing in Education Department of Aceh

The purpose of research was to find out the effect of Emotional Intelligence (EI) to Innovative Work Behavior (IWB), and the mediating effect of Tacit Knowledge Sharing (TKS) to Emotional Intelligence (EI) and Innovative Work Behavior (IWB) of employee of the Education Department of Aceh. Using data from 100 employees from the Education Department of Aceh. Sampling was purposefully chosen within each level of office management. The independent variable in this research was Emotional Intelligence, while the dependent variable was Innovative Work Behavior and the mediating variable was Tacit Knowledge Sharing. The method approach is a quantitative method with data collection from questionnaires. The data is analyzed with SPSS program and further analyze with Path analysis method that had been tested for its instrument before validity test and reliability test. The finding of research showed that Emotional Intelligence is positively related to innovative work behavior. Emotional intelligence is positively related to tacit knowledge sharing, tacit knowledge sharing is positively related to innovative work behavior and tacit knowledge sharing mediates emotional intelligence and innovative work behavior

Linking Tacit Knowledge Sharing to Employee Innovation with Job Thriving as a Mediational Factor: A Public Sector Perspective

Tacit knowledge sharing affects different employee-related outcomes, including job thriving and employee innovation. However, in public organizations, the bureaucratic constraints on knowledge sharing make its link to job thriving and innovation seem tentative. Besides, the contextual factors affecting the link between tacit knowledge and employee innovation are not fully understood. Hence, this study empirically examines the link between tacit knowledge sharing and employee innovation with job thriving as a mediator in a public organization in Delta State, Nigeria. Data from 169 mid-level staff at the Delta State Ministry of Health were collected and analyzed using the Partial Least Square (PLS) method to test the hypotheses. The study’s findings reveal that tacit knowledge sharing has a significant positive relationship with job thriving and employee innovation. Further, job thriving has a significant positive relationship with employee innovation, as well as mediating the significant positive relationship between tacit knowledge sharing and employee innovation. Importantly, practical implications for public organizations looking to improve tacit knowledge sharing, job thriving, and employee innovation emerge from these findings; principal among them is the need to foster a knowledge-sharing culture and supportive work environment.

Unlocking the mask: how respectful engagement enhances tacit knowledge sharing among organizational members

PurposeDespite the importance of knowledge sharing (KS), organizations find it difficult to motivate their employees to share their knowledge with co-workers. Based on a combination of the group value model and the socialization resources theory (SRT), this study is, therefore, an endeavor to contribute to the understanding of how organizations can develop efficacious tacit knowledge sharing (TKS)-strategies by harnessing insights from the impact of respectful engagement (RE) and workplace friendship (i.e. friendship opportunity and friendship prevalence).Design/methodology/approachGroup value model and SRT are used to develop a new pathway to TKS which focuses on how RE among employees contributes to the development of workplace friendship which in turn facilitates TKS. Self-reported data were collected online from 593 employees working in various organizational sectors. Hypotheses were tested with structural equation modeling (SEM).FindingsThe results suggest that RE is an essential precursor of TKS, having both direct positive relationship with TKS and partial indirect positive relationship through friendship opportunity and friendship prevalence. RE was also positively related to the two facets of workplace friendship (i.e. friendship opportunity and friendship prevalence). Both friendship opportunity and friendship prevalence were positively related to TKS.Practical implicationsThese findings underscore the importance of implementing initiatives that support positive interrelations characterized by respect at work in order to promote TKS.Originality/valueBy linking RE to TKS, this study adds new insight to the relational basis of sharing personal asset/resource as tacit knowledge. The inclusion of mediation path helps in shedding light and opening up a black box of RE-TKS interface.

The Influence of Tacit and Explicit Knowledge Sharing on Organizational Performance among Manufacturing Companies in Malaysia

The Influence of Tacit and Explicit Knowledge Sharing on Organizational Performance among Manufacturing Companies in Malaysia

Game Theory-Based Framework for Analyzing the Collaborative Dynamic of Tacit Knowledge Sharing and the Choice of Procurement and Contract Types in Mega Construction Projects

In construction projects, owners’ and contractors’ decisions as to whether or not share their tacit knowledge transparently with each other determines the choice of project delivery and contracting methods and their collaborative behaviors in the projects. The dynamic of collaboration is a complex one and is often influenced by the other player’s intent to collaborate. This paper proposes a quantitative framework using game theory to analyze the collaborative dynamic interplay in construction projects. The framework demonstrates that when an owner’s and a contractor’s knowledge leveragability (L) is very high and synergy (S) is enhanced as a result of knowledge sharing in complex construction projects, the Nash equilibrium state lies beneath the Pareto frontier. This means that sharing tacit knowledge transparently about budgets by choosing the best value procurement with GMP or IPD contracts can promote collaboration and provide better payoffs to both stakeholders than not sharing the knowledge by choosing the Design–Bid–Build method using a low-bid procurement in conjunction with a fixed-price contract. This research contributes to the body of knowledge by proposing a theoretical framework that enables both owners and contractors to understand the economics of collaboration in the context of complex projects.

Exploring Tacit Knowledge Sharing Enhancer Factors in Non-Profit Organizations Paper

Non-profit Organizations (NPOs) have a wide range of social missions and impacts. This organization is supported by volunteers and needs to survive amidst competition and move in a sustainable direction. They see the necessity to be involved in the many stages of creating value for an organization. One of the underlying phenomena of value creation is the tacit knowledge-sharing process. However, academic research and scientific publications on tacit knowledge sharing (TKS) in non-profit organizations in Indonesia are still minimal and even rare. This paper aims to explore how tacit knowledge (TK) sharing occurred among volunteers in Non-Profit Organizations and drivers of TK sharing (TKS), including individual and organizational factors. This study explores the abovementioned topics through in-depth interviews with volunteers utilizing open-ended questions to acquire deep insights into the TKS issue. Thematic analysis has been carried out using data coding to extract themes. The findings revealed that various drivers for the smooth transfer of TK have been identified based on individual and organizational elements. These findings will be beneficial to academics and practitioners looking for accurate data on the enabling aspects of TKS based on two factors (individual and organizational). Moreover, the use of knowledge sharing in NPOs would be filling a gap in the literature on the topic.

The Effect of Entrepreneurial Leadership on Employees' Tacit Knowledge Sharing in Start-Ups: A Moderated Mediation Model.

BackgroundThis study explores the causal relationship between entrepreneurial leadership and employees’ tacit knowledge sharing in start-ups. Construct a moderated mediation model to test the mediating role of affective commitment and the moderating role of career growth opportunities.MethodsA questionnaire was used to collect data, and 485 samples of employees in Chinese start-ups were collected. Regression analysis and structural equation model were used to analyze data and verify hypotheses.ResultsThe study shows that entrepreneurial leadership has a significant positive effect on employees’ affective commitment and tacit knowledge sharing. Affective commitment plays a mediating effect between entrepreneurial leadership and employees’ tacit knowledge sharing. Career growth opportunities play a positive moderating role in the impact of entrepreneurial leadership on affective commitment and tacit knowledge sharing, and positively moderate the indirect effect of entrepreneurial leadership on tacit knowledge sharing through affective commitment.ConclusionThe research illustrates that the managers of start-ups can improve employees’ affective commitment by giving full play to entrepreneurial leadership and combining the career growth opportunities provided by the organization. Employees’ tacit knowledge sharing behavior is stimulated, providing guiding value for knowledge management and the human resource management of start-ups.

Trust, organizational commitment and tacit knowledge sharing between employees in IT industry firms in Ho Chi Minh City

In organizations, knowledge is divided into two types: explicit and tacit knowledge. Tacit knowledge can play an important role towards company’s sustainable development and competitiveness capabilities. The crucial of tacit knowledge has been verified in relation to decision-making, time management, quality and performance in organizations. Tacit knowledge is an intangible asset and its value increases as more people share it. However, tacit knowledge sharing is not a very easy task because of its complex nature. This study aims to analyze the psychological mechanism affecting the tacit knowledge sharing (TKS) behaviour of IT employees based on psychological contract model and organizational commitment literature. Surveys were designed by structured questionnaires to collect data using convenience sampling and yielded 408 responses from IT employees working at IT industry enterprises in Ho Chi Minh City. The research hypotheses were developed and validated using structural equation modeling (SEM) approach. The results show that TKS is directly influenced partly by trust (TRU) among coworkers and three organizational commitment components such as affective, normative, and continuance commitment (AOC, COC and NOC) mediate the relationship between TRU and TKS. Based on these results, author offers some suggestions to managers in firms concerning relevant policies that enable their knowledgeable employees to share tacit knowledge.

Collaborative Innovation Activities and BIM Application on Innovation Capability in Construction Supply Chain: Mediating Role of Explicit and Tacit Knowledge Sharing

AbstractInnovation capability is an important factor to strengthen the market competitiveness of enterprises of the construction supply chain. This study aims to explore the impact of collaborative...

Does knowledge structure matter? Key factors influencing formal and informal knowledge sharing in manufacturing

PurposeThis study aims to investigate the factors from four dimensions that have an effect both on formal and informal knowledge sharing (FKS and IKS) and the relationship between knowledge sharing (KS) and task performance in Chinese manufacturing.Design/methodology/approachThe structural equation modeling approach was applied to hypothesis testing according to the data collected from employees of manufacturing companies through the online questionnaire. A total of 530 valid responses were obtained.FindingsThe results indicate that level of knowledge structure, self-efficacy, leadership support and KS culture all have a significant positive effect on both FKS and IKS while trust only positively affects FKS and information technology support positively affects IKS. Both FKS and IKS positively contribute to the task performance of manufacturing companies.Research limitations/implicationsThis study merely considered the impact of six factors on KS from four perspectives. Consequently, the relationship between some important other factors and KS is not revealed. In addition, the results of this study indicate that there might be a more complicated relationship between these factors and KS than the model constructed by this study. Therefore, in future research, more influencing factors could be considered in the research framework, and a multilevel model, such as a model considering the mediation effect, could be further explored.Practical implicationsAccording to the results, both FKS and IKS play a significant role in promoting organizational task performance, which is worthy of attention by the managers of manufacturing companies. In addition, the relationship between the different factors and the FKS and IKS found in this study provides specific guidance for improving the organizational KS practice.Originality/valueFirst, previous studies considered the construction of explicit KS and tacit KS models based on the content of KS while this study considered FKS and IKS from the perspective of the process and approach of KS. Second, this research has clearly defined the level of knowledge structure from the perspective of knowledge ontology and verifies the positive effect of this factor on KS, providing a new theoretical perspective for exploring KS factors.

Impacts of high-involvement HRM practices on organizational innovation capability: the mediating mechanism of tacit and explicit knowledge sharing

PurposeGiven the important role of knowledge sharing (KS) processes for organizational innovation, the purpose of this study is to investigate the mediating roles of tacit and explicit KS in bridging the relationship between high-involvement human resource management (HRM) practices and specific aspects of innovation capability, namely, product and process innovation.Design/methodology/approachAnalysis of moment structures and structural equation modeling are applied to examine the correlation among the constructs based on the survey data collected from 111 manufacturing and service firms.FindingsThe empirical findings reveal that KS processes positively mediate the relationship between high-involvement HRM practices and innovation capability. It highlights the important role of explicit KS in fostering aspects of innovation capability compared to the effects of tacit KS on aspect of innovation capability.Practical implicationsVietnamese firms should pay much attention to high-involvement HRM practices to improve their innovation capabilities. In addition, fostering the willingness of employees for sharing tacit knowledge (e.g. experiences, uncommon understandings and insights) and explicit knowledge (e.g. formal information, official documents and reports and procedures and policies) is one of the most optimal solutions for firms to pursuit product and process innovation capability.Originality/valueThis paper significantly contributes to increasing knowledge and insights on the correlation between high-involvement HRM practices and specific forms of innovation. The understanding on mediating role of KS processes contributes to advancing the body of knowledge of HRM practices and innovation theory.

Tacit knowledge sharing and creative performance: a transformative learning perspective

PurposeThe purpose of this paper is to examine the relationship between tacit knowledge-sharing and creative performance of employees from a transformative learning perspective.Design/methodology/approachThis paper uses Structural Equation Modeling to analyze data collected from 440 employees working in Information Technology industry, using a survey-based questionnaire.FindingsThe dimensions of tacit knowledge-sharing - tacit knowledge-seeking and tacit knowledge-contribution, positively affect employees' creative performance. Further, an individual’s bisociative cognitive style reinforces the positive association between tacit knowledge-sharing and employee creativity.Originality/valueThe study contributes to the field of knowledge management by using a new theoretical lens, Transformative Learning Theory, to examine how tacit knowledge-sharing adds value to knowledge workers in terms of enhancing their creativity.

Impact of views about knowledge and workplace relationships on tacit knowledge sharing

ABSTRACT Tacit Knowledge Sharing (TKS) becomes vital for new knowledge creation. Knowledge creation process encourages the view of knowledge as a public good while knowledge appropriation process encourages knowledge to be viewed as a private good. This paper studies the impact of these views about knowledge on TKS. Based on social interdependency theory, four workplace relationships were identified for studying TKS. “Knowledge as a public good” and “knowledge as a private good” were used as indicator variables. Using OLS regression, the four proposed models were tested. Data for the study was obtained from a questionnaire-based survey of 184 research students. The results revealed “knowledge as non-exclusive” to be a positive predictor of TKS. Viewing knowledge as a private good had a negative relationship with TKS. Implications for research and practitioners are discussed.

Does COVID-19 Induced Occupational Stress Moderates the Relationship of Spiritual Motivation and Academicians’ Tacit Knowledge Sharing Behaviour Among South Asian Higher Education Institutions?

The COVID outbreak has frazzled many employers to research how to upkeep and boost the performance outcomes continuously. It is even trickier in Higher Education Institutions (HEIs) when they have hibernated from conventional to cyber universities due to the COVID pandemic. It is relatable to motivate and retain the knowledge workers persistently. Therefore, this study is designed to investigate the impact of academicians' spiritual motivation on their tacit knowledge sharing behaviour, with the moderation of COVID-induced occupational stress. The population embraced the academicians of Pakistani Higher Education Institutions. ~289 academicians were considered as the sample size. Descriptive and inferential statistics (linear regression) were performed in SPSS, whereas; 'Hayes' process macro' was used to test moderation. The findings designate that academicians' spiritual motivation is significantly and positively associated with tacit knowledge sharing behaviour—moreover, COVID-induced occupational stress moderates their relationship. Consequently, the results bequeath the policymakers and the relevant authorities of HEIs, with valuable propositions on how to upkeep academicians' tacit knowledge sharing behaviour by considering COVID-induced occupational stress as eu-stress if they are spiritually motivated. Profuse suggestions were also presented to future researchers to further look into the anticipated study model.

The Effect of Relational Capital on Organizational Performance in Supply Chain: The Mediating Role of Explicit and Tacit Knowledge Sharing

Relational capital and organizational performance were important factors for achieving sustainable development of the supply chain, and knowledge sharing could create and maintain sustainable competitive advantages of the supply chain. This study examined the comprehensive relationship among relational capital, explicit and tacit knowledge sharing, and organizational performance and the mediating roles of explicit and tacit knowledge sharing between relational capital and organizational performance in the supply chain by using data collected from a questionnaire survey. SPSS, AMOS, and a structural equation model were used to analysis these data and the aforementioned relationships. The results confirmed that relational capital had a positive impact on explicit and tacit knowledge sharing, there was no relation to organizational performance, and explicit and tacit knowledge sharing played mediating roles between relational capital and organizational performance in the supply chain. The research results could provide theoretical guidance for managers to formulate sustainable development strategies that maintain good relationships and economic benefits of enterprises in the supply chain.