Tacit knowledge sharing between IT workers

Renata Borges

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Knowledge Management and Sharing Team Dynamics and Performance Innovative Education and Learning Practices

Abstract

Abstract Purpose – The transmission of tacit knowledge is crucial to organizations to ensure that individual expertise will be passed throughout a team or department, rather than centred in one employee. It is especially important among information technology (IT) professionals because, in addition to technical knowledge, they deal considerably with a combination of cognition and previous experience to solve daily problems, and implement and develop new systems. The purpose of this paper is to examine how organizational, individual, and environmental factors influence tacit knowledge sharing among IT professionals. Design/methodology/approach – In this study, the author examines how organizational, individual, and environmental factors influence tacit knowledge sharing among IT professionals. To test the hypotheses, the survey method was chosen and a standard questionnaire was applied. The author obtained a sample of 143 respondents and employed a partial least squares (PLS) analysis to assess the structural and confirmatory models. Findings – The results indicate that hardworking, responsible, and introverted employees tend to share their tacit knowledge when they feel they are in a supportive and team‐oriented environment, are not overly threatened by competitiveness, and experience good social interactions in the workplace. Research limitations/implications – The main limitation of this study is its small sample size, which may not capture all relationships. Future research can overcome this limitation and consider the role of organizational commitment and trust as possible mediators. Originality/value – To practitioners, this study offers information on how organizations can encourage employees to share tacit knowledge. This research provides some support for the assumption that IT professionals should be managed under particular organizational rules by proposing that IT workers have a strategic role regarding the transmission of tacit knowledge.

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References

1994A Dynamic Theory of Organizational Knowledge Creation 2001Knowledge Management: An Organizational Capabilities Perspective 1999The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge across Organization Subunits 1992The development of markers for the Big-Five factor structure.1991PEOPLE AND ORGANIZATIONAL CULTURE: A PROFILE COMPARISON APPROACH TO ASSESSING PERSON-ORGANIZATION FIT 2005Behavioral Intention Formation in Knowledge Sharing: Examining the Roles of Extrinsic Motivators, Social-Psychological Forces, and Organizational Climate1 1983Concepts of Culture and Organizational Analysis 1983Organization Theory and Design

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2021Factors Affecting Knowledge Management and Its Effect on Organizational Performance: Mediating the Role of Human Capital 2020Four-dimensional model: a literature review in online organisational knowledge sharing 2018Cross-country findings on tacit knowledge sharing: evidence from the Brazilian and Indonesian IT workers 2019Knowledge transfer and innovation through university-industry partnership: an integrated theoretical view

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