What drives employees to share their tacit knowledge in practice?

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Tacit knowledge is internal to an individual in the form of know-how, experience or expertise. To create and maintain a sustainable competitive advantage, many companies have made substantial efforts to promote employees' sharing of their tacit knowledge. In practice, however, tacit knowledge sharing (TKS) between employees is rare. This study empirically analyses the impacts of individual motivations and social capital on employees' TKS in order to deepen and widen the understanding about the antecedents to employees' TKS. Data collected from 713 employees in multiple industries were empirically tested by using structural equation modelling analysis through partial least squares. The analysis results show that anticipated intrinsic rewards and social capital positively influence employees' TKS whereas anticipated extrinsic rewards have a negative effect on it. Furthermore, they show that employees' attitudes, intentions and subjective norms of TKS play significant roles in linking the effects of individual motivations and social capital to employees' TKS through a combination of expectancy theory and social capital theory based on the theory of planned behaviour. Theoretical and practical implications are presented on the basis of the major findings from this study.
Publisher
PALGRAVE MACMILLAN LTD
Issue Date
2016-08
Language
English
Article Type
Article
Keywords

ORGANIZATIONAL KNOWLEDGE; COMPETITIVE ADVANTAGE; MANAGEMENT; BEHAVIOR; CREATION; VIEW; FIRM; INFORMATION; MOTIVATION; INNOVATION

Citation

KNOWLEDGE MANAGEMENT RESEARCH & PRACTICE, v.14, no.3, pp.295 - 308

ISSN
1477-8238
DOI
10.1057/kmrp.2014.32
URI
http://hdl.handle.net/10203/214307
Appears in Collection
MT-Journal Papers(저널논문)
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