STUDY ON PROCESS-ORIENTED TACIT KNOWLEDGE SHARING IN KNOWLEDGE-INTENSIVE ORGANIZATIONS

2008 ◽  
Author(s):  
LINGLING ZHANG ◽  
JUN LI ◽  
QUAN CHEN ◽  
YANG SONG ◽  
YING WANG ◽  
...  
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Tacit Knowledge Sharing ◽  
Knowledge Intensive Organizations ◽  
Process Oriented ◽  
Knowledge Intensive

Emotional intelligence and innovative work behaviour in knowledge-intensive organizations: how tacit knowledge sharing acts as a mediator?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shehla Malik
Keyword(s):  
Emotional Intelligence ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Content Type ◽  
Mediating Role ◽  
Tacit Knowledge Sharing ◽  
Innovative Work ◽  
Knowledge Intensive Organizations ◽  
Innovative Work Behaviour ◽  
Knowledge Intensive

Purpose This study aims to examine the underlying process through which emotional intelligence impacts employees’ innovative work behaviour by testing the mediating role played by tacit knowledge sharing in organizations. The direct and indirect effects of emotional intelligence on innovative work behaviour of employees were explored. Design/methodology/approach A structured survey questionnaire was used to collect data from 171 full-time employees of five high-tech knowledge-intensive organizations located in India. The hypotheses were tested using partial least squares structural equation modelling. Findings The results revealed that emotional intelligence had a direct positive impact on tacit knowledge sharing and innovative work behaviour of employees. Similarly, tacit knowledge sharing positively influenced innovative work behaviour. The study further showed that the relationship between emotional intelligence and innovative work behaviour was partially mediated by tacit knowledge sharing. Practical implications To enhance innovative behaviour at work, organizations should concentrate on building the emotional competencies of its employees to increase their emotional intelligence level through suitable training programs. Besides, organizations should also focus on shaping a knowledge-sharing culture by building systems and processes through which free exchange of tacit knowledge among employees can be promoted to enhance their innovative work behaviour. Originality/value This study contributes to the existing pool of knowledge by demonstrating the unexplored effect of emotional intelligence on innovative work behaviour via the mediating role of tacit knowledge sharing. It also advances current literature on emotional intelligence, tacit knowledge sharing and innovative work behaviour by discussing useful theoretical implications of the findings.

Personality trait of conscientiousness impact on tacit knowledge sharing: the mediating effect of eagerness and subjective norm

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bojan Obrenovic ◽  
Jianguo Du ◽  
Danijela Godinić ◽  
Diana Tsoy
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Personality Trait ◽  
Subjective Norm ◽  
Mediating Effect ◽  
Content Type ◽  
Depth Analysis ◽  
Tacit Knowledge Sharing ◽  
Knowledge Intensive ◽  
The Relationship

Purpose This study aims to examine psychological mechanisms underlying tacit knowledge-sharing behaviours. The personality trait of conscientiousness is tested in relation to knowledge sharing, and the effect of eagerness and subjective norm on the intention to share is measured in the context of local and multinational knowledge-intensive enterprises in Croatia. Design/methodology/approach The quantitative study was conducted on a sample of 288 employees of small and medium-sized companies working on knowledge-intensive tasks. The purposive sampling technique and a survey strategy were used in the study. Organizational affiliation, as it was presumed that these individuals possess a higher degree of tacit knowledge. The data collection was conducted in October 2019. Respondents worked in science and technology companies in Croatia on assignments involving information technology, electronics, petrochemicals, medicine and biochemistry. Statistical product and service solutions analysis of a moment structures software was used to perform confirmatory factor analysis and structural equation modelling. Findings The findings suggest that the personality trait of conscientiousness has a positive impact on tacit knowledge sharing behaviour. An attitude of eagerness and subjective norm were also confirmed as predictors of tacit knowledge sharing behaviour. Furthermore, conscientiousness influences the eagerness to share knowledge. A significant association between subjective norm and conscientiousness was also established. Finally, the mediating effects were identified, indicating that subjective norm and eagerness mediate the relationship between conscientiousness and tacit knowledge sharing. Practical implications Explaining the relationship between personality and attitude in the context of knowledge sharing will result in a better understanding of factors that should be nurtured within individuals. Accordingly, distinct management initiatives are to be developed to suit these factors. Furthermore, to intensify the knowledge exchange when working on knowledge-intensive tasks of significant economic value, organizations tailor a more particularistic application to suit the individual in the domain of leadership, staffing decisions, work organization and incentive systems. Originality/value This study provides an in-depth analysis and theoretical understanding of factors salient for knowledge-sharing behaviour. The authors provide an overview of how knowledge sharing evolves during social interaction through intensive problem-solving sessions and teamwork. The authors render the explanation on how the personality trait of conscientiousness, conjoint with the attitude of eagerness to share know-how in the expert surrounding, is conducive to the generation of tacit knowledge sharing. Underpinning this study are employees’ psychological motives and internal drives to communicate individual cognitive capital outweighing the potential negative consequences, such as losing the competitive advantage over the colleagues.

scholarly journals THE IMPACT OF FACTORS OF SUCCESS ON THE IN-HOUSE SOFTWARE DEVELOPMENT FOR PRESERVING TACIT KNOWLEDGE: SURVEY

2016 ◽  
Vol 11 (2) ◽  
pp. 2687-2693 ◽  
Author(s):  
Khalid Kahloot ◽  
Mohammed W. Shbair ◽  
Wael F. AlSarraj
Keyword(s):  
Software Development ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Third Party ◽  
Pair Programming ◽  
Development Organization ◽  
Tacit Knowledge Sharing ◽  
Knowledge Intensive ◽  
Definition Of ◽  
The Impact

Pair-programming is aimed to provide knowledge-intensive organisations to better manage their knowledge value. There are multiple ways to capture organization’s knowledge and make it available to all their members while it is not easy to capture/share the tacit knowledge among the stakeholders. The purpose of this study was to investigate the effects of pair-programming on the in-house software development for preserving tacit knowledge. We conducted a survey to study the impact of these five factors on the tacit knowledge sharing between the developers within the in-house software development environment.This paper is firstly exploring the definition of the knowledge and introducing the types of knowledge those are explicit and tacit knowledge. We discuss the in-house software development concept in which the non-IT organizations may need to develop their own software internally with no need to have a third party software development organization. For tacit knowledge sharing, we considered four factors reviewed in other researches and we added to them the pair programming as a practice. Case study is local bank in Palestine. Based on the results we have, it is confirmed the hypothesis of a positive effect of working in pairs on the process of knowledge sharing.

Rewards

2003 ◽  
pp. 92-103 ◽  
Author(s):  
Ricky Laupase
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Management Consulting ◽  
Reward Systems ◽  
Extensive Experience ◽  
Conversion Model ◽  
Consulting Firms ◽  
Tacit Knowledge Sharing ◽  
Knowledge Intensive ◽  
Management Consulting Firms

This chapter will discuss as to whether reward systems will effectively facilitate the sharing and transfer of tacit knowledge amongst consultants in management consulting firms. A research framework was based on the ‘tacit knowledge conversion’ model given by Nonaka and Takeuchi (1995) and the ‘reward classifications’ model by VonKortzfleisch and Mergel (2001). The framework suggests that, with effective implementation, reward systems would encourage the tacit knowledge sharing. A typical example of knowledge-intensive organisation is a management consulting firm in which its success depends heavily on the sharing of tacit knowledge amongst its consultants. Seven senior management executives from different international management consulting firms who have had extensive experience in the consulting industry were interviewed. The study found that reward systems do encourage consultants to share knowledge with each other. It is also found that informal meetings and also offering non-material or ‘soft’ rewards are often cited as a more effective approach to encourage tacit knowledge sharing.

Tacit Knowledge Management at the Kenya Institute for Public Policy Research and Analysis

Mousaion ◽  
2019 ◽  
Vol 36 (1) ◽  
Author(s):  
Omwoyo Bosire Onyancha ◽  
Gladys Njeri Mungai ◽  
Henry Nyabuto Kemoni
Keyword(s):  
Public Policy ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Policy Research ◽  
Primary Data ◽  
Intangible Asset ◽  
Research Approach ◽  
Public Policy Research ◽  
Observation Methods ◽  
Tacit Knowledge Sharing

Tacit knowledge is seen as difficult to be shared in an organisation owing to its intuitive, versatile and practice-based nature. Consequently, tacit knowledge is not well-understood or valued in most organisations and more so in public institutions. The purpose of the study was to investigate how the Kenya Institute for Public Policy Research and Analysis (KIPPRA) manages tacit knowledge as an intangible asset and also to recommend a framework or model for the management of tacit knowledge for a competitive advantage and development at the KIPPRA. The study adopted a qualitative research approach, with interviews and observation methods constituting the primary data collection methods. The study targeted 60 employees of KIPPRA consisting of researchers, young professionals, heads of divisions, a knowledge manager and administrative staff. The qualitative data collected were organised, categorised and reported verbatim. Among the key findings were that KIPPRA has the capacity for tacit knowledge sharing, capture, transfer and storage that have not been capitalised on. Further, employees experience challenges such as the identification and understanding of tacit knowledge, access to tacit knowledge sharing platforms, access to expertise with specific tacit knowledge, tacit knowledge hoarding, individualism, and ICT-related challenges in accessing tacit knowledge. Finally, the study recommends the adoption of a proposed framework for managing tacit knowledge at the KIPPRA.

scholarly journals The Nexus between Team Culture, Innovative Work Behaviour and Tacit Knowledge Sharing: Theory and Evidence

2021 ◽  
Vol 13 (8) ◽  
pp. 4333
Author(s):  
Cem Işık ◽  
Ekrem Aydın ◽  
Tarik Dogru ◽  
Abdul Rehman ◽  
Rafael Alvarado ◽  
...  
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Work Behavior ◽  
Frontline Employees ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Team Culture ◽  
Tacit Knowledge Sharing ◽  
Innovative Work ◽  
The Relationship

Tacit knowledge sharing is an essential intellectual capital for frontline employees in hotel enterprises. While the relationship of knowledge sharing with team culture (TC) and innovative work behavior (IWB) was investigated in the extant literature, little is known about the extent to which tacit knowledge sharing affects TC and IWB. In this regard, the purpose of this study is to investigate the role of tacit knowledge sharing in the relationship between TC and IWB. For this purpose, data were gathered from 360 department managers of Turkish 4–5 star hotels. The results were analyzed utilizing Smart PLS 3 using bootstrapping to determine the level of significance of the relationships between tacit knowledge sharing, TC and IWB. The results show statistically significant relationships between tacit knowledge sharing, TC and IWB. Moreover, tacit knowledge sharing has a mediating role in the relationship between team culture and innovative work behavior.

Impact of organizational culture and computer self-efficacy on knowledge sharing

2015 ◽  
Vol 115 (4) ◽  
pp. 590-611 ◽  
Author(s):  
Zhen Shao ◽  
Tienan Wang ◽  
Yuqiang Feng
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Self Efficacy ◽  
Enterprise Systems ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Tacit Knowledge Sharing ◽  
Sharing Behavior ◽  
Computer Self Efficacy

Purpose – The purpose of this paper is to examine the impact mechanism of organizational culture (OC) on Enterprise Resource Planning (ERP) user’s explicit and tacit knowledge-sharing behavior in the context of enterprise systems usage. Design/methodology/approach – Drawing from social cognitive theory, the authors developed a comprehensive model that integrates OC, computer self-efficacy and employees’ knowledge-sharing behaviors. In total, 343 valid questionnaires were collected from ERP users of 115 firms and structural equation modeling technique was used to test the model. Findings – Empirical results suggest that hierarchical culture that focusses on efficacy and uniformity is positively related with employees’ explicit knowledge sharing; group culture that focusses on trust and belonging is positively related with employees’ tacit knowledge sharing, and their relationship is fully mediated by employees’ computer self-efficacy. In addition, computer self-efficacy also partially mediates the relationship between rational culture and employees’ knowledge sharing. Practical implications – This study provides guidelines for top managers to enhance employees’ computer self-efficacy and facilitate employees’ knowledge-sharing behavior by developing appropriate type of OC. Originality/value – This study unpacks the mediating mechanism between OC and knowledge sharing, and contributes to the academic research of knowledge management in the context of enterprise systems assimilation.

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