scholarly journals Managing Tacit Knowledge Sharing: From Charismatic Leadership to Psychological Safety Climate

2021 ◽  
Vol 9 (1) ◽  
pp. 108
Author(s):  
Dhaniel Hutagalung ◽  
Admiral Admiral ◽  
Yulis Nuryanti ◽  
Masduki Asbari ◽  
Dewiana Novitasari
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Sampling Method ◽  
Safety Climate ◽  
Psychological Safety ◽  
Simple Random Sampling ◽  
Charismatic Leadership ◽  
Tacit Knowledge Sharing ◽  
Significant Direct Effect

This study aims to examine the effect of charismatic leadership on the psychological safety climate and tacit knowledge sharing. This study also investigates the central role of psychological safety climate as a mediating variable between charismatic leadership and tacit knowledge sharing. This study adopted a simple random sampling method with 61 samples of employees from five of MSME companies in Banten. With the help of SmartPLS 3.0 software, the results of this study indicate that charismatic leadership has a significant direct influence on the psychological safety climate and tacit knowledge sharing. Likewise, the psychological safety climate has a significant direct effect on tacit knowledge sharing. This study also found evidence that charismatic leadership has a significant indirect effect on tacit knowledge sharing through mediating the psychological safety climate. Thus, the psychological safety climate acts as a partial mediator in this research model.

The Role of Human Resources (HR) in Tacit Knowledge Sharing

2017 ◽  
pp. 364-386 ◽  
Author(s):  
Kimiz Dalkir
Keyword(s):  
Human Resources ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Information And Communication Technologies ◽  
Communication Technologies ◽  
Peer To Peer Networks ◽  
Tacit Knowledge Sharing ◽  
Information And Communication

In Knowledge Continuity Management (KCM), knowledge from highly experienced employees leaving the organization is particularly challenging to document, classify and organize so that it can be accessed, understood and used by the successor to that employee. Horizontal knowledge sharing (in the context of peer-to-peer networks) and vertical knowledge transfer (in the context of KCM) are distinguished in order to address some of the conceptual confusion in this field. Both Human Resources (HR) and Knowledge Management (KM) units contribute to KCM but they need to do so in a more integrated fashion. The complementary roles played by the KM and HR teams are analyzed in a case study to show how they can work in tandem to ensure knowledge continuity in an organization. Key recommendations are made on how to implement a comprehensive KCM strategy for tacit knowledge, including the role that can be played by information and communication technologies.

Evaluating the role of social capital, tacit knowledge sharing, knowledge quality and reciprocity in determining innovation capability of an organization

2019 ◽  
Vol 23 (6) ◽  
pp. 1105-1135 ◽  
Author(s):  
Anirban Ganguly ◽  
Asim Talukdar ◽  
Debdeep Chatterjee
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Innovation Capability ◽  
Content Type ◽  
Primary Survey ◽  
Knowledge Quality ◽  
Tacit Knowledge Sharing

Purpose Knowledge sharing has become an integral part of organizations’ business strategies, along with aiding organizations to grow and innovate in the market, and gain competitive advantage. This paper aims to concentrate on the role of tacit knowledge sharing in fostering innovation capability of an organization. Specifically, the study considers social capital (relational, cognitive and structural) as an important precursors to tacit knowledge sharing, which in turn, influences innovation capability of an organization. The study further discusses the role that knowledge reciprocation plays in successful tacit knowledge sharing. The relation between knowledge quality and innovation capability is also discussed in the paper. Design/methodology/approach The investigation started with a review of extant literature in the field of knowledge sharing and innovation to derive a set of constructs. A set of hypotheses was developed based on the identified constructs, which was subsequently validated through a primary survey based on a structured questionnaire on a sample size of 190 respondents from the Indian industrial domain. The survey responses were subsequently analysed using the statistical technique of structural equation modeling and conclusions were drawn from the findings. Additionally, careful attention was paid in eliminating the common method bias, which is often associated with a primary survey. Findings A set of six hypotheses were derived based on the identified constructs and were subsequently validated. While validating the hypotheses, it was observed that while knowledge reciprocity, relational social capital and cognitive social capital was positive associated with tacit knowledge sharing, structural social capital did not have a significant effect on the same. Additionally, it was also observed that both tacit knowledge sharing and the quality of knowledge were positively associated with innovation capability. Practical implications The present day business marked by intense competition requires firms to be more aware of their innovative capabilities. Effective sharing of knowledge or information can be deemed as a vital component in achieving this objective. Organizations that practice and nurture innovation activities can use the findings of the current study as a part of their knowledge management strategy. In addition to using the explicit knowledge, which are structured in nature, organizations can also start using tacit knowledge to harness their innovation potential – and the findings from the current study can act as a motivational tool for them to do so. Originality/value Although there is a growing body of literature concerning the role of knowledge management in innovation, there still a dearth in discussing the role of tacit knowledge sharing in exploiting the innovation capability of an organization. The main discussion of this paper brings together a set of important constructs that exhibits the significant role that tacit knowledge sharing plays in determining the innovation capability of an organization. Furthermore, it tries to marry the concepts of social capital and tacit knowledge sharing with innovation capability, therefore adding significantly to the body of literature in knowledge management as well as innovation.

How multidimensional emotional intelligence impacts intra-organizational knowledge sharing behaviours of employees?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shehla Malik
Keyword(s):  
Emotional Intelligence ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Equation Modeling ◽  
Content Type ◽  
Emotional Appraisal ◽  
Tacit Knowledge Sharing ◽  
Regulation Of Emotion

Purpose This study aims to assess the role of various emotional intelligence dimensions in stimulating two types of employee knowledge sharing behaviour – tacit knowledge sharing behaviour and explicit knowledge sharing behaviour. Design/methodology/approach The causal relationships among the constructs were tested by applying quantitative research methods. A questionnaire-based survey was used to draw a sample from 10 information technology (IT) organizations in India. A data set of 308 usable questionnaires was analysed using structural equation modeling technique to test the hypothesized relationships among various constructs. Findings This study found that all four dimensions of emotional intelligence, namely, self-emotional appraisal, others’ emotional appraisal, use of emotion and regulation of emotion have a positive effect on tacit knowledge sharing behaviour of employees. In addition, explicit knowledge sharing behaviour was also positively influenced by others’ emotional appraisal and use of emotion. However, no significant effect was made by self-emotional appraisal and regulation of emotion on explicit knowledge sharing behaviour of employees. Originality/value Little is empirically known about the link between emotional intelligence constructs and knowledge sharing behaviours. This study brings new insights by assessing the role of different emotional intelligence dimensions on two different types of knowledge sharing behaviour. An interesting finding advances the understanding of knowledge sharing behaviours by indicating a greater variance in tacit knowledge sharing behaviour (caused by emotional constructs) as compared to explicit knowledge sharing behaviour.

Can Tacit Knowledge be Shared on Cloud?

2017 ◽  
pp. 264-296 ◽  
Author(s):  
Sara Fazzin
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Common Ground ◽  
Organizational Innovation ◽  
Lifelong Learners ◽  
Term Change ◽  
Tacit Knowledge Sharing ◽  
Definition Of

Knowledge manipulation is key for organizational innovation, to gain competitive advantage, enhancing the search for a caring and sharing environment between co-workers. How to foster such attitude? Many researchers have argued about the importance of tacit knowledge, highlighting how difficult - if not impossible - is to share that kind of knowledge. Giving a new definition of knowledge, the Author here presents a model of knowledge manipulation that highlights the fundamental role of education, both as knowledge enabler and recipient for a long-term change into the organization. Using education as common ground to instill a (tacit) knowledge sharing attitude, the Author argues on the importance of problem-based (PBL) training, to prepare lifelong learners to become better workers and to manipulate (tacit) knowledge.

The Role of Human Resources (HR) in Tacit Knowledge Sharing

2020 ◽  
pp. 490-512
Author(s):  
Kimiz Dalkir
Keyword(s):  
Human Resources ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Information And Communication Technologies ◽  
Communication Technologies ◽  
Peer To Peer Networks ◽  
Tacit Knowledge Sharing ◽  
Information And Communication

In Knowledge Continuity Management (KCM), knowledge from highly experienced employees leaving the organization is particularly challenging to document, classify and organize so that it can be accessed, understood and used by the successor to that employee. Horizontal knowledge sharing (in the context of peer-to-peer networks) and vertical knowledge transfer (in the context of KCM) are distinguished in order to address some of the conceptual confusion in this field. Both Human Resources (HR) and Knowledge Management (KM) units contribute to KCM but they need to do so in a more integrated fashion. The complementary roles played by the KM and HR teams are analyzed in a case study to show how they can work in tandem to ensure knowledge continuity in an organization. Key recommendations are made on how to implement a comprehensive KCM strategy for tacit knowledge, including the role that can be played by information and communication technologies.

Exploring the relationships among tacit knowledge sharing, communities of practice and employees’ abilities: The case of KADDB in Jordan

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Orsan Alzoubi ◽  
Ala’aldin Alrowwad ◽  
Ra’ed Masa’deh
Keyword(s):  
Communities Of Practice ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Research Model ◽  
Content Type ◽  
Future Studies ◽  
Mediating Role ◽  
Tacit Knowledge Sharing ◽  
The Relationship

Purpose This study aims to assess the relationships among tacit knowledge sharing, communities of practice (CoPs) and employees’ abilities to solve problems, customer’s satisfaction and innovation. Design/methodology/approach This quantitative research aims to examine the causal relationships among the key study variables. A questionnaire-based survey was developed to evaluate the research model by drawing a convenience sample that includes 219 employees working in the King Abdullah Design and Development Bureau which is located in Amman, Jordan. Surveyed information was examined following the structural equation modelling procedures. Findings Results revealed that sharing tacit knowledge in defence organizations had no direct effect on employees’ abilities to solve problems, customer’s satisfaction and innovation, while there was an affirmative effect to CoPs on employees’ abilities in those areas. Also, this study showed that CoPs had a significant mediating role to play in the relationship between sharing knowledge and employees’ abilities in terms of solving work problems, customer’s satisfaction and innovation. Research limitations/implications Findings of this study have laid the basis for future studies related to examining the effect of tacit knowledge sharing and the CoPs on improving employees’ abilities as preconditions for organization performance. These findings can be supported by conducting further research studies to examine the large samples of defence companies to give deeper meanings and insights to the relationship among the key study variables. The authors recommend expanding future studies and examine the mediating role of other social learning methods such as mentoring and storytelling on the relationship between sharing tacit knowledge and employees’ abilities. Practical implications The research model may enable managers and practitioners to make decisions related to the improvement of collective learning by encouraging employees’ engagement in the process of tacit knowledge sharing. The model also helps managers to understand the role of CoPs as a knowledge sharing tool that contributes to increasing employees’ abilities and organizational competitiveness. Furthermore, the research model can be a step forward for further research studies on the relationships among tacit knowledge sharing, CoPs and employees’ abilities. Social implications The suggested model can act as the promising step for continuous improvement to the defence industry in terms of producing high-quality products and services that protect national security, humans’ lives and society at large from enemies and terrorist groups. Originality/value In spite of the fact that most academic studies on knowledge management show a positive relationship between tacit knowledge sharing and organizational performance, a few studies have examined the effect of mediating the CoPs on relationships between sharing tacit knowledge and employees’ abilities as preconditions for raising the performance of the organizations working in security and defence industry. Hence, this research attempts to fill these gaps and gives a new direction for future research.

Impacts of cooperative and competitive personalities on tacit knowledge sharing among Chinese employees

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ying Zhang ◽  
Haoyu Chen ◽  
Ersi Liu ◽  
Yunwu He ◽  
Edwin Cheng
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Organizational Support ◽  
Equation Modeling ◽  
Future Research ◽  
Content Type ◽  
Mediating Role ◽  
Tacit Knowledge Sharing ◽  
Moderating Role

Purpose The purpose of this paper is to study the influence of cooperative and competitive personalities on tacit knowledge sharing (TKS) by exploring the mediating role of organizational identification (OI) and the moderating role of perceived organizational support (POS) among Chinese employees. Design/methodology/approach Conducting a network survey of ordinary employees from Chinese listed companies (2019) as the research objects, the authors collect 298 valid samples for research. The authors apply confirmatory factor analysis to test the reliability and validity of the constructs, structural equation modeling to verify the direct effect and the PROCESS macro to test the mediating and moderating effects. Findings The results show that there is a positive relationship between cooperative personality (COP) and TKS, and there is an inverted U-shaped relationship between competitive personality (CMP) and TKS. OI plays a mediating role between COP and TKS, while POS plays a negative moderating role between COP and TKS. Research limitations/implications This paper only takes Chinese employees as the research sample, and future research can make a cross-cultural comparison between the impacts of cooperative and competitive personalities on employees’ behaviors. Practical implications The results of this study suggest that enterprises should actively cultivate the COP of employees, and managers should refrain from intervening in the behaviors of employees with COP. At the same time, for employees with CMP, managers should guide them to control their competitive tendency at a reasonable level. The conclusions of this paper also suggest that managers should pay attention to the cultivation of employees’ OI. Originality/value This study plugs the gap in research on the impacts of cooperative and competitive personalities on TKS. It makes a contribution to the research development of COP and CMP and their influence mechanisms on employees’ behaviors. In addition, the negative moderating effect of POS on COP–TKS link verifies the correctness of Y theory. Studying the relationships among personality traits (cooperative and competitive personalities), cognition (OI) and behaviors (TKS), this paper makes a contribution to such a research stream.

scholarly journals Impact of organisational factors on tacit knowledge sharing in HEIs: Focusing the mediating role of KM system quality

2021 ◽  
pp. 1621-1628
Author(s):  
Haleema Hassan
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Management System ◽  
Knowledge Management System ◽  
System Quality ◽  
Mediating Role ◽  
Tacit Knowledge Sharing ◽  
Organisational Factors

Higher Education Institutions (HEIs) greatly relies on tacit knowledge sharing. Hence, it is important to investigate the means of promoting knowledge retention. The growth of technology in knowledge management system triggers the transformation of knowledge quality to leverage institutional knowledge. HEIs as knowledge provider needs a knowledge sharing network which can meet the demands of changing knowledge. This paper aims to study the mediating role of knowledge management (KM) system quality between organizational factors and tacit knowledge sharing among academics of HEIs. Barron and Kenny method was used to measure the direct and indirect influence of KM system quality between organisational factors and tacit knowledge sharing. The prelude findings reveal that knowledge management system was effective through organisational factors which promote tacit knowledge sharing among academics of HEIs.

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