nach oben

Review of Managerial Science

Erschienen in:

02.12.2019 | Original Paper

Tacit knowledge sharing in knowledge-intensive firms: the perceptions of team members and team leaders

verfasst von: Paola Castellani, Chiara Rossato, Elena Giaretta, Raffaela Davide

Erschienen in: Review of Managerial Science | Ausgabe 1/2021

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config

KI-gestützte Suche

Aus

Abstract

This study focuses on the tacit knowledge sharing (TKS) problem with particular reference to knowledge-intensive firms (KIFs), a topic that deserves consideration given the role of tacit knowledge as a driver of business model innovation. The paper investigates individual perceptions about knowledge sharing (KS) at the team level, analysing the points of view of both team members (TMs) and team leaders (TLs) of an Italian KIF. The awareness of these perceptions represents an important antecedent to gain better TKS and their investigation a perspective that has not been considered by previous studies. The research is based on interviews with company TMs and on surveys through questionnaires submitted to TMs and TLs to investigate their perceptions and attitudes regarding TKS. The results from both show a good KS intention despite low organisational investment in KS tools, lack of time to devote to training and low TM involvement in strategic objectives. It also emerged that the TMs’ perceptions of the charisma of the leader was low. Moreover, the results suggest a low presence of transformational, charismatic and ethical leadership at the base of the so-called knowledge-oriented leader.

Vorheriger Artikel The innovation potential of the enterprise in the context of the economy and the business model

Nächster Artikel Agility as an innovation driver: towards an agile front end of innovation framework

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Nur mit Berechtigung zugänglich

Afsar B, Badir YF, Saeed BB, Hafeez S (2017) Transformational and transactional leadership and employee’s entrepreneurial behavior in knowledge–intensive industries. Int J Hum Resour Manag 28(2):307–332

Akgün AE, Keskin H, Kırçovalı SY (2019) Organizational wisdom practices and firm product innovation. Rev Manag Sci 13(1):57–91

Anand A, Walsh I (2016) Should knowledge be shared generously? Tracing insights from past to present and describing a model. J Knowl Manag 20(4):713–730

Anderson SD, Tucker RL (1994) Improving project management of design. J Manag Eng 10(4):35–44

Avolio BJ (2002) Examining the full range model of leadership: looking back to transform forward. In: Day D, Zaccarro S, Halpin SM (eds) Leadership development for transforming organizations, 1st edn. Psychology Press, New York, pp 71–97

Balkundi P, Harrison DA (2006) Ties, leaders, and time in teams: strong inference about network structure’s effects on team viability and performance. Acad Manag J 49(1):49–68

Baruch Y, Holtom BC (2008) Survey response rate levels and trends in organizational research. Hum Relat 61(8):1139–1160

Bavik YL, Tang PM, Shao R, Lam LW (2018) Ethical leadership and employee knowledge sharing: exploring dual-mediation paths. Leadersh Q 29(2):322–332

Belk RW (2010) Sharing. J Consumer Res 36(5):715–734

Bertoni M, Johansson C, Larsson TC (2011) Methods and tools for knowledge sharing in product development. In: Monti M (ed) Styling features for industrial. Springer, London, pp 37–54

Bollinger AS, Smith RD (2001) Managing organizational knowledge as a strategic asset. J Knowl Manag 5(1):10–11

Bouncken RB, Kraus S (2013) Innovation in knowledge-intensive industries: the double-edged sword of coopetition. J Bus Res 66(10):2060–2070

Bouncken RB, Reuschl AJ (2018) Coworking-spaces: how a phenomenon of the sharing economy builds a novel trend for the workplace and for entrepreneurship. Rev Manag Sci 12(1):317–334

Bouncken RB, Kraus S, Roig-Tierno N (2019) Knowledge- and innovation-based business models for future growth: digitalized business models and portfolio considerations. Rev Manag Sci. https://doi.org/10.1007/s11846-019-00366-zCrossRef

Chang AS, Chiu SH (2005) Nature of Engineering consulting projects. J Manag Eng 21(4):179–188

Chen LY, Barnes FB (2007) Relationship between leadership behaviors and knowledge sharing in professional service firms engaged in strategic alliances. J Appl Manag Entrepr 11(2):51–69

Choudhury N (2014) World Wide Web and its journey from Web 1.0 to Web 4.0. Int J Computer Sci Inf Technol 5(6):8096–8100

Chowdhury S (2005) The role of affect- and cognition-based trust in complex knowledge sharing. J Manag Issues 17(3):310–326

Chung WWC, Yam AYK, Chan MFS (2004) Networked enterprise: a new business model for global sourcing. Int J Prod Econ 87(3):267–280

Cleveland S, Ellis TJ (2015) Rethinking knowledge sharing barriers: a content analysis of 103 studies. Int J Knowl Manag 11(1):28–51

Cummings JN (2004) Working groups, structural diversity, and knowledge sharing in a global organization. Manag Sci 50(3):352–364

Dasgupta M, Gupta RK (2009) Innovation in organizations: a review of the role of organizational learning and knowledge management. Glob Bus Rev 10(2):203–224

Davenport TH (1996) Some principles of knowledge management. Strateg Bus 1(2):34–40

Davenport TH, Prusak L (1997) Information ecology: mastering the information and knowledge environment. Oxford University Press, New York

Davenport TH, Prusak L (1998) Working knowledge. How organizations manage what they know. Harvard Business School Press, Boston

De Long DW, Fahey L (2000) Diagnosing cultural barriers to knowledge management. Acad Manag Exec 14(4):113–127

Donate MJ, De Pablo JDS (2015) The role of knowledge-oriented leadership in knowledge management practices and innovation. J Bus Res 68(2):360–370

Eisenhardt KM, Graebner ME (2007) Theory building from cases: opportunities and challenges. Acad Manag J 50(1):25–32

Foss NJ, Saebi T (2017) Fifteen years of research on business model innovation: how far have we come, and where should we go? J Manag 43(1):200–227

Fteimi N, Lehner F (2016) Main research topics in knowledge management: a content analysis of ECKM Publications. Electron J Knowl Manag 14(1):5–17

Garvin DA, Edmondson AC, Gino F (2008) Is yours a learning organization? Harv Bus Rev 86(3):109–116

George G, Bock AJ (2011) The business model in practice and its implications for entrepreneurship research. Entrep Theory Pract 35(1):83–111

Gold AH, Malhotra A, Segars AH (2001) Knowledge management: an organizational capabilities perspective. J Manag Inf Syst 18(1):185–214

Grant RM (1996) Toward a knowledge-based theory of the firm. Strategic Manag J 17(2):109–122

Grant RM (1997) The knowledge-based view of the firm: implications for management practice. Long Range Plan 30(3):450–454

Hannah ST, Avolio BJ, Luthans F, Harms PD (2008) Leadership efficacy: review and future directions. Leadersh Q 19(6):669–692

Hansen MT, Nohria N, Tierney TJ (1999) What’s your strategy for managing knowledge? Harv Bus Rev 77(2):106–117

Hendriks P (1999) Why share knowledge? The influence of ICT on the motivation for knowledge sharing. Knowl Process Manag 6(2):91–100

Herbst AS (2017) Capturing knowledge from lessons learned at the work package level in project engineering teams. J Knowl Manag 21(4):765–778

Holsapple C, Joshi KD (2000) An investigation of factors that influence the management of knowledge in organizations. J Strategic Inf Syst 9(2/3):235–261

House RJ (1996) Path-goal theory of leadership: lessons, legacy, and a reformulated theory. Leadersh Q 7(3):323–352

Hsieh H, Shannon SE (2005) Three approaches to qualitative content analysis. Q Health Res 15:1277–1288

Hughes M, Rigtering JC, Covin JG, Bouncken RB, Kraus S (2018) Innovative behaviour, trust and perceived workplace performance. Br J Manag 29(4):750–768

Jasimuddin SM, Naqshbandi MM (2017) Knowledge-oriented leadership and open innovation: role of knowledge management capability in France-based multinationals. Int Bus Rev 27(3):701–713

Johnson MW, Christensen CM, Kagermann H (2008) Reinventing your business model. Harv Bus Rev 86(12):50–59

Jones G (2013) Organizational theory, design and change. Pearson Higher Education, Texas A&M University, Essex, England

Kathan W, Matzler K, Veider V (2016) The sharing economy: your business model’s friend or foe? Bus Horiz 59(6):663–672

Keegan A, Turner JR (2001) Quantity vs quality in project-based learning practices. Manag Learn 32(1):77–98

King WR (2008) An integrated architecture for an effective knowledge organisation. J Knowl Manag 12(2):29–41

Kondracki NL, Wellman NS (2002) Content analysis: review of methods and their applications in nutrition education. J Nutr Educ Behav 34(4):224–230

Kraus S, Niemand T, Besler M, Stieg P, Martinez-Ciment C (2018) The influence of leadership styles on the internationalisation of ‘born-global’firms and traditionally globalexpanding firms. Eur J Int Manag 12(5/6):554–575

Kraus S, Roig-Tierno N, Bouncken RB (2019) Digital innovation and venturing: an introduction into the digitalization of entrepreneurship. Rev Manag Sci 13(3):519–528

Kremer H, Villamor I, Aguinis H (2019) Innovation leadership: best-practice recommendations for promoting employee creativity, voice, and knowledge sharing. Bus Horiz 62(1):65–74

Krippendorff K (2013) Content analysis: an introduction to its methodology. Sage Publications, Thousand Oaks

Kulik CT, Treuren G, Bordia P (2012) Shocks and final straws: using exit-interview data to examine the unfolding model’s decision paths. Hum Resour Manag 51(1):25–46

Kumar JA, Ganesh LS (2011) Balancing knowledge strategy: codification and personalization during product development. J Knowl Manag 15(1):118–135

Lee P, Gillespie N, Mann L, Wearing A (2010) Leadership and trust: their effect on knowledge sharing and team performance. Manag Learn 41(4):474–491

Lei D, Slocum JW, Pitts RA (1999) Designing organizations for competitive advantage: the power of learning and unlearning. Organ Dyn 27(3):24–38

Lin CP (2010) Learning task effectiveness and social interdependence through the mediating mechanisms of sharing and helping: a survey of online knowledge workers. Group Organ Manag 35(3):299–328

Liu ML, Hsieh MW, Hsiao C, Lin CP, Yang C (2018) Modeling knowledge sharing and team performance in technology industry: the main and moderating effects of happiness. Rev Manag Sci. https://doi.org/10.1007/s11846-018-0301-4CrossRef

Mäkelä O (2015) Integrating business models and knowledge management. Doctoral Dissertations, Aalto University, Helsinki

Martins EC, Terblanche F (2003) Building Organizational Culture that Stimulates Creativity and Innovation. Eur J Innov Manag 6(1):64–74

Mas Machuca M (2014) The role of leadership: the challenge of knowledge management and learning in knowledge-intensive organizations. J Educ Leadersh Manag 2(1):97–116

McDermott R, O’Dell C (2001) Overcoming cultural barriers to sharing knowledge. J Knowl Manag 5(1):76–85

Michailova S, Husted K (2003) Knowledge-sharing hostility in Russian firms. Calif Manag Rev 45(3):59–77

Millar CJM, Chen S, Waller L (2017) Leadership, knowledge and people in knowledge-intensive organisations: implications for HRM theory and practice. Int J Hum Resour Manag 28(2):261–275

Mueller J (2012a) Knowledge sharing between project teams and its cultural antecedents. J Knowl Manag 16(3):435–447

Mueller J (2012b) The interactive relationship of corporate culture and knowledge management: a review. Rev Manag Sci 6(2):182–201

Mueller J (2015) Formal and informal practices of knowledge sharing between project teams and enacted cultural characteristics. Proj Manag J 46(1):53–68

Nonaka I (1991) The knowledge-creating company. Harv Bus Rev 69:96–104

Nonaka I, Toyama R, Nagata A (2000) A firm as a knowledge-creating entity: a new perspective on the theory of the firm. Ind Corp Change 9(1):1–20

Nurmi R (1998) Knowledge-intensive firms. Bus Horiz 41(3):26–32

O’Dell C, Grayson CJ (1998) If only we knew what we know: identification and transfer of internal best practices. Calif Manag Rev 40(3):154–174

Park JG, Lee J (2014) Knowledge sharing in information systems development projects: explicating the role of dependence and trust. Int J Proj Manag 32(1):153–165

Polanyi M (1966) The tacit dimension. Routledge and Kegan Paul, London

Polanyi M (1975) Personal Knowledge. In: Polanyi M, Prosch H (eds) Meaning, 1st edn. University of Chicago Press, Chicago, pp 22–45

Probst G, Raub S, Rombhardt K (2000) Managing Knowledge: Building Blocks for Success. Wiley, Chichester

Riege A (2005) Three dozen knowledge sharing barriers managers must consider. J Knowl Manag 9(3):18–35

Rogers EM (2003) Diffusion of innovations. The Free Press, New York

Sagie A, Zaidman N, Amichai-Hamburger Y, Te’eni D, Schwartz N (2002) An empirical assessment of the loose-tight leadership model: quantitative and qualitative analyses. J Organ Behav 23(3):303–320

Saldana J (2009) The coding manual for qualitative researchers. Sage Publications, Los Angeles

Shao Z, Feng Y, Wang T, Liu L (2016) The impact mechanism of charismatic leadership on individual’s tacit knowledge sharing. AIS Electronic Library. https://aisel.aisnet.org/whiceb2016/7. Accessed 11 July 2016

Silverman D (2011) Interpreting qualitative data. Sage Publications, London

Singh SK, Gupta S, Busso D, Kamboj S (2019) Top management knowledge value, knowledge sharing practices, open innovation and organizational performance. J Bus Res. https://doi.org/10.1016/j.jbusres.2019.04.040CrossRef

Stauffer D (1999) Why people hoard knowledge: to get them to share it. You’ve got to overcome a lot of history. Across Board 36(8):16–21

Stemler S (2001) An overview of content analysis. Pract Assess Res Eval 7(17):1–5

Stenmark D (2002) The relationship between information and knowledge and the role of IT in knowledge management. In: Proceedings of the 35th annual Hawaii international conference on system sciences, vol 4, pp 104–112

Suh T, Khan OJ, Schnellbächer B, Heidenreich S (2020) Strategic accord and tension for business model innovation: Examining different tacit knowledge types and open action strategies. Int J Innov Manag. https://doi.org/10.1142/S1363919620500395 (Forthcoming)

Suppiah V, Singh Sandhu M (2011) Organisational culture’s influence on tacit knowledge-sharing behavior. J Knowl Manag 15(3):462–477

Sveiby KE, Simons R (2002) Collaborative climate and effectiveness of knowledge work. J Knowl Manag 6(5):420–433

Swart J, Kinnie N (2003) Sharing knowledge in knowledge-intensive firms. Hum Resour Manag J 13(2):60–75

Teece DJ (2010) Business models, business strategy and innovation. Long Range Plan 43(2):172–194

Terpstra V, David K (1991) The cultural environment of international business. South-Western Publishing, Cincinnati

Tianyushan (2014) Research on the framework of tire enterprises tacit knowledge management based on web 3.0. J Chem Pharm Res 6(2):67–71

Tseng SM (2017) Investigating the moderating effects of organizational culture and leadership style on IT-adoption and knowledge-sharing intention. J Enterp Inf Manag 30(4):583–604

Walesh SG (2013) Create, use, and continuously improve written guidance for repetitive tasks and processes. Leadersh Manag Eng 13(2):109–112

Wang WT, Wei ZH (2011) Knowledge sharing in wiki communities: an empirical study. Online Inf Rev 35(5):799–820

Williams T (2008) How do organizations learn lessons from projects – and do they? IEEE Trans Eng Manag 55(2):248–266

Yang JB, Yu WD, Tseng JCR, Chang CS (2014) Benefit analysis of knowledge management system for engineering consulting firms. J Manag Eng 30(4):1–8

Titel: Tacit knowledge sharing in knowledge-intensive firms: the perceptions of team members and team leaders
verfasst von: Paola Castellani
Chiara Rossato
Elena Giaretta
Raffaela Davide
Publikationsdatum: 02.12.2019
Verlag: Springer Berlin Heidelberg
Erschienen in: Review of Managerial Science / Ausgabe 1/2021
Print ISSN: 1863-6683
Elektronische ISSN: 1863-6691
DOI: https://doi.org/10.1007/s11846-019-00368-x

Springer Professional

Abstract

Bitte loggen Sie sich ein, um Zugang zu Ihrer Lizenz zu erhalten.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Springer Professional "Wirtschaft"

Weitere Artikel der Ausgabe 1/2021

Agility as an innovation driver: towards an agile front end of innovation framework

Knowledge- and innovation-based business models for future growth: digitalized business models and portfolio considerations

How does the use of information technologies affect the adoption of environmental practices in SMEs? A mixed-methods approach

IT-based strategy, capabilities, and practices: crowdsourcing implementation in market-oriented firms

An integrated model of factors affecting consumer attitudes and intentions towards youtuber-generated product content

Dynamic capabilities triggered by cloud sourcing: a stage-based model of business model innovation

Premium Partner