Tacit knowledge seeking from teammates: unravelling the role of social capital
16 Dec 2019-International Journal of Organizational Analysis (Emerald Publishing Limited)-Vol. 28, Iss: 3, pp 765-790
TL;DR: In this article, the authors 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, and provide evidence that point to a significant positive relationship between tacit knowledge-seeking behavior and the creative performance of employees.
Abstract: This 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.,A 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.,As 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.,As 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.
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TL;DR: In this paper, the authors used an authentic leadership style to explore whether male or female leadership of private academic institutions highly influences affective organizational commitment and tacit knowledge sharing among the library teachers.
Abstract:
Purpose
This study aims to use an authentic leadership style to explore that whether male or female leadership of private academic institutions highly influences affective organizational commitment and tacit knowledge sharing among the library teachers. Additionally, this study encompasses the trust of library teachers and justifies whether the trust under male or female leadership highly moderates the effect on tacit knowledge sharing.
Design/methodology/approach
By using structural equation modeling, this study tests two leadership models (e.g. male and female leadership models). Using a convenient sampling approach, the researcher collects data from library teachers of private academic institutions in district Sheikhupura, Pakistan through face-to-face interaction. The study administered 650 survey questionnaires among the library teachers; however, 403 questionnaires were answered validly and reliably. The response rate was 62%.
Findings
The study found the direct and indirect effect of authentic leadership on affective organizational commitment and tacit knowledge sharing however, male authentic leadership influence on affective organizational commitment and tacit knowledge sharing was quite higher than female authentic leadership. Resultantly, the library teachers were more committed to sharing tacit knowledge under male leadership than female. Nevertheless, the moderating role of trust was found in female leadership but not in male leadership. Simply, the library teachers under male leadership were hesitant to trust others, so the chain of sharing hidden ideas and image of libraries was not found in male leadership.
Practical implications
Private academic institutions need authentic leaders to shape the knowledge economy of libraries and the structure of the academic institutions. For this reason, this study provides practical implications for managers that male leadership should be hired in academic institutions because it has a higher influence on librarians’ commitment and tacit knowledge sharing among peers as compare to female leadership.
Originality/value
To the best of the authors’ knowledge, this was the first study that differentiates the capabilities and skills of male and female authentic leadership in private academic institutions. Further, it suggests hiring male leaders in these institutions.
6 citations
TL;DR: Huang et al. as discussed by the authors examined the antecedents of knowledge-seeking intentions (SIs) and efforts within new product development (NPD) teams and found that intrinsic task motivation (IM) and personal task experience (TE) positively relate to SIs, whereas leadership support (LS) and shared culture (SC) negatively relate to SEs.
Abstract:
Purpose
This study aims to examine the antecedents of knowledge-seeking intentions (SIs) and efforts within new product development (NPD) teams.
Design/methodology/approach
Data was collected from 331 employees affiliated with 29 NPD teams across 18 Chinese firms in five high-tech and knowledge-based industries via an online assessment and a survey. Hierarchical linear modelling was used to test the hypotheses using HLM and Mplus software.
Findings
The results of this study show that intrinsic task motivation (IM) and personal task experience (TE) positively relate to SIs, whereas leadership support (LS) and shared culture (SC) negatively relate to knowledge-seeking efforts (SEs). SIs partially mediate the relationship between IM and SEs, while they fully mediate the relationship between TE and SEs. Additionally, customer orientation (CO) positively moderates the relationship between SIs and SEs.
Research limitations/implications
Data collection was completed online by relying on an existing version of the Abedi Creativity Test. The samples involve 18 companies in a High-Tech Development Zone in China, which indicates limited generalizability.
Practical implications
Effective NPD depends on successful marketing–R&D integration and knowledge exchange within the NPD team. Besides, organizations need to find ways to stimulate NPD team members’ IM and also through various ways to inspire more efforts from team members under the condition of supportive leadership and culture.
Originality/value
This study contributes to the knowledge management and marketing literature on NPD teamwork by examining knowledge-seeking phenomena from the perspective of the internal knowledge market and contributes to knowledge-seeking research by revealing the antecedents of SIs and SEs at both the individual and organizational level.
6 citations
TL;DR: The research results confirmed the assumption that reliability-based trust is the foundation of the exchange of professional knowledge and supported the hypotheses that this process depends on the group of knowledge agents, the dominant form of trust, as well as its enhancers and types of exchanged knowledge.
Abstract: The digital revolution has triggered disproportions resulting from unequal access to knowledge and various related skills, because the constituting new civilization is based on specific, high-context, and personalized professional knowledge. In response to these dependencies, and in line with the sustainability paradigm, the issue of diffusion of knowledge, especially of the professional type, is of particular importance in eliminating the increasing digital inequalities. Therefore, the main challenge is to stimulate the free dispersion of intellectual workers’ knowledge. Their openness and commitment, devoid of opportunistic and knowledge-flow restraining attitudes, are prerequisites for the development of a sustainable society (synonymous with Civilization 5.0 or Humanity 5.0). The article endeavors to verify trust as the leading factor of effective specialist knowledge exchange. Its purpose is to analyze and diagnose the components, enablers, and types of trust that affect the diffusion of specific forms of professional knowledge in different groups of organizational stakeholders treated as knowledge agents. Systematic scientific literature analysis, expert evaluation, and structured questionnaires were used to develop and verify the hypotheses. Direct semistructured individual interviews, focus-group online interviews, computer-assisted telephone interviews, and computer-assisted web interviews were also applied in the paper. The research results confirmed the assumption that reliability-based trust, built on competence-based trust and reinforced by benevolence-based trust, is the foundation of the exchange of professional knowledge. It also supported the hypotheses that this process depends on the group of knowledge agents, the dominant form of trust, as well as its enhancers and types of exchanged knowledge. Conducted explorations constitute a theoretical and practical contribution to the subject of professional knowledge exchange. They fill the research gap regarding vehicles of trust as a factor of specialist knowledge diffusion and provide general, practical guidelines in terms of shaping individual components of competence-, benevolence-, and reliability-based trust due to the type of transferred knowledge and the group of knowledge agents involved in its circulation.
2 citations
Cites background or result from "Tacit knowledge seeking from teamma..."
...All these challenges can also be inferred in the context of classic control variables, such as age, gender, seniority, and organizational position, as did Holste and Fields [36], Kianto et al. [70], and Mohammed and Kamalanabhan [84]....
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...On the other hand, the findings of Mohammed and Kamalanabhan [84] confirm the positive role of competence-based trust in tacit knowledge exchange, which is in line with this study....
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...[70], and Mohammed and Kamalanabhan [84]....
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...In addition, the literature offers rare inferences on social enhancers of trust [84]....
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TL;DR: Wang et al. as discussed by the authors investigated the factors that affect users continuously seeking knowledge from online social Q&A communities and used a negative binomial regression model to explore what would affect people's continued knowledge-seeking behavior.
Abstract:
Purpose
Online Q&A communities have been widely highlighted as an important knowledge exchange market. Although motivations for users’ initial knowledge-seeking behavior have been widely investigated, the factors that affect online Q&A users’ continued knowledge-seeking behavior are still vague. This study aims to investigate the factors that affect users continuously seeking knowledge from online social Q&A communities.
Design/methodology/approach
Based on social information processing theory, social capital theory, social exchange theory and social cognitive theory, this study used a negative binomial regression model to explore what would affect people’s continued knowledge-seeking behavior. Empirical data was collected from a popular Chinese online social Q&A community.
Findings
The results indicate that while previous knowledge sharing behavior, peer responses for previous seeking behavior, identity-based trust have a positive impact on knowledge-seeking behaviors, social exposure has a negative impact. In addition, self-presentation negatively moderates the relationship between social exposure and knowledge-seeking behavior.
Originality/value
This study contributed to the theoretical basis for knowledge-seeking behavior in online Q&A communities. The research findings can be used to derive guidelines for the development and operation of online social Q&A communities.
2 citations
TL;DR: In this paper , a more nuanced understanding of the intraindividual experience of conflict generates important insight into understanding individual conflict behavior, helping us predict how people will behave in conflict situations and how conflict episodes will unfold.
1 citations
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TL;DR: In this paper, the authors propose a paradigm for managing the dynamic aspects of organizational knowledge creating processes, arguing that organizational knowledge is created through a continuous dialogue between tacit and explicit knowledge.
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