• Asian Journal of Business Environment
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• v.3 no.1
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• pp.29-35
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• 2013

Purpose - objective of this research is to investigate individual, organizational and environmental factors influence tacit knowledge sharing among healthcare professionals. The transmission of Tacit Knowledge is crucial for organizations to ensure that TK will be passed throughout organization, rather than stored in single employee. Research design, data, and methodology - In this study investigate organizational, individual and environmental factors that influence on TK sharing. To test hypothesizes, the survey method was chosen. Sample size was 100 but 74% of questioners returned. Results - The main findings of this research are related to influence of personal, social cultural and behavioral factors on tacit knowledge sharing. According to extracted data all factors have influence on tacit knowledge sharing except Emotional stability that was found to be negatively related to tacit knowledge sharing. That may means anxiety and stress level of workplace applies negative enhance on tacit knowledge sharing. And finally results show that social environment, team oriented culture and organizational commitment have strongest influences on tacit knowledge sharing. Conclusion - the findings of this study shows that personal, social cultural and behavioral factors influence on tacit knowledge sharing. And also indicates that, social and organizational factors enhance strongly on tacit knowledge sharing.

• Knowledge Management Research
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• v.20 no.4
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• pp.75-97
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• 2019

In the rapidly changing business environment, knowledge has been recognized as a core asset for sustaining an organization's competitive advantage. In addition, knowledge sharing is one of the key elements of knowledge management, emphasizing external knowledge sharing beyond initial internal knowledge sharing. However, while knowledge management research emphasizes knowledge sharing, which is a positive aspect, research on preventing knowledge leakage that can have negative consequences is relatively lacking. Companies have tried to minimize the negative effects of knowledge management but many knowledge leakage accidents are still occurring. Therefore, this study aims to examine the effects of external factors based on deterrence theory and internal factors based on self-determination theory on knowledge leakage intention focusing on tacit knowledge. The results of the empirical analysis of 100 data sets collected through a scenario-based survey show that certainty of sanctions, social disapproval, and competence are found to have a significant effect on reducing tacit knowledge leakage intention. Furthermore, informal sanctions have a greater impact on tacit knowledge leakage intention than formal sanctions and external factors have a greater effect on tacit knowledge leakage intention than internal factors.

• The Journal of Asian Finance, Economics and Business
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• v.10 no.1
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• pp.111-121
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• 2023

Given the gaps in the link between leadership, knowledge resource, and innovation capability, this study aims to examine the potential mediating role of knowledge sharing and moderating role of knowledge-centered culture in the relationship between transformational leadership and a firm's capability for innovation. This study applied the Structural Equation Modeling to try out proposal hypotheses in the research model through a questionnaire survey from a sample of 301 participators in 115 small and medium firms in the field of tourism and hotel. The findings disclosed that knowledge-sharing behaviors significantly mediate the transformational leadership-innovation relationship. It highlights the significant impact of explicit knowledge sharing in comparison with the influence of tacit knowledge sharing on innovation capability. The paper also reveals the crucial role of knowledge-centered culture in boosting the knowledge-sharing-innovation relationship. By exploring the mediating role of knowledge sharing and the moderator of knowledge-centered culture, the paper significantly brings insight into different mediating and moderating mechanisms to improve innovation capability. The paper significantly fills up the gaps and provides valuable initiatives on the mechanism of how transformational leadership and specific forms of knowledge-sharing behaviors positively affect innovation capability under the moderating role of knowledge-centered culture.

• International conference on construction engineering and project management
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• 2015.10a
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• pp.654-655
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• 2015

In construction industry, while requiring advanced knowledge of technicians through a long experience, there is a problem with the tacit knowledge is not carried on the inner organization. Recent technological developments allow sharing and application of the tacit knowledge while technology tools use the CoP(Community of Practice) that mainly interacts between people. Clearly, the most consideration in stimulating CoP is the circulation of knowledge, namely the willingness to share and use knowledge with others. It is then important to explain why individuals factors to share and use knowledge with others when they have a choice. In this paper, we would like to report to find out about factors whether people are actually sharing and using the knowledge obtained in CoP. The results help to analyze which factors are influenced to be a successful CoP in construction industry. The implications for theory and future research direction are discussed.

• Information Systems Review
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• v.18 no.4
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• pp.155-171
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• 2016

Today's organizations make a large investment in information technology (IT) that supports knowledge management. The perceived importance of transactive memory systems (TMS) is increasing in the aspect of team performance. This study aims to understand the mediating effect of knowledge sharing and usage from the perspective of the relationship between IT support for knowledge management and TMS for team performance. To this end, this study analyzes the survey responses obtained from 224 members of 37 different teams using IT support for knowledge management. The results are as follows. First, the effect of IT support on knowledge management was significant in TMS. Second, the mediating effect of IT support on knowledge management through TMS was higher than its direct effect on knowledge sharing and usage. Third, IT support for knowledge management had a greater effect on knowledge sharing than on knowledge usage. Fourth, the effect of TMS appeared to be ordered by tacit knowledge sharing, explicit knowledge sharing, tacit knowledge usage, and explicit knowledge usage. Fifth, the relationship of team performance with knowledge sharing and usage was significant in the order of tacit knowledge usage, tacit knowledge sharing, and explicit knowledge usage.

• Journal of Information Technology Services
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• v.14 no.2
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• pp.315-335
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• 2015

The New Way of Working (NWOW) is changing the world in which we work today. The principles of NWOW are based on freedom of time and place to work, and steering on output (results) instead of input (presence). As NWOW is a relatively new phenomenon, research on the effect of NWOW on knowledge sharing in organizations is scarce. In this research two multiple-case studies were performed to investigate the effect of the New Way of Working on knowledge. In the first study (A) different knowledge sharing scenarios were used at organizations that were in the process of implementing NWOW. This provided the opportunity to compare the sharing of knowledge between 'NWOW workers' and employees that still worked in the traditional way (non-NWOW workers). In total 216 scenario results were evaluated to determine differences in channel choice between the traditional and new work environment. For the second study (B) a Knowledge Sharing Framework was developed, based on the theories of Nonaka and Alavi & Leidner. This framework was used to determine the type of knowledge shared, e.g. tacit or explicit knowledge, in 84 situations. Additionally, to measure the level of NWOW adoption, a NWOW Analysis Monitor was used. The results show that NWOW workers use more different communication channels than traditional workers. When knowledge workers become more mobile, they will exchange knowledge less explicit (codified) and more tacit (personalized), use less face-to-face communication, but more video calls and e-mail. The adoption of the principles of NWOW seems to have a balancing effect on the knowledge that is shared in a tacit and explicit way, which in the view of Scheepers et al. is an effective knowledge sharing strategy. The research results show organizations need to realize that the New World of Working is affecting the way knowledge is shared. Missing out on this development may result in the loss of important knowledge and impact the operation of organizations.

• Journal of Digital Convergence
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• v.20 no.2
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• pp.141-154
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• 2022

This study aims to investigate how tie strength in business networks affects successful knowledge sharing, as well as the impact of environmental uncertainty on the relationship between knowledge sharing and tie strength. We gathered data through a questionnaire-based survey of 310 employees affiliated with a high-technology industry in Korea. The results highlighted the positive influence of strong ties on tacit knowledge sharing and weak ties on explicit knowledge sharing. Additionally, in this study, we determine that strong ties are strengthened to share tacit knowledge with exchange parties when environmental uncertainty is high, whereas weak ties may remain unaffected by environmental uncertainty. This study contributes to the literature on tie strength and knowledge sharing by applying social capital theory to a high-technology industry. The findings suggest that firms must take advantage of strong and weak ties to facilitate knowledge sharing to enhance competency, create novel knowledge, and obtain a competitive advantage.

• Journal of Technology Innovation
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• v.13 no.2
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• pp.223-237
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• 2005

This paper explains that tacit knowledge is a critical component for the success of government-led R&D project selection, where rapid and accurate decision making need to be made under lack of information circumstances. It also explores ways to fully exploit the tacit knowledge of experts participating in the Korean government's R&D project selection process. Some of these include: (1) strategic attention from the top officials, (2) forming self-organizing teams, (3) establishing a horizontal and risk-taking culture, (4) encouraging a sense of responsibility in creating and sharing tacit knowledge, and (5) providing a seamless monitoring system and training.

• Journal of Korean Academy of Nursing
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• v.48 no.6
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• pp.637-655
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• 2018

Purpose: The purpose of this qualitative study is to investigate the nature of tacit nursing knowledge practiced in the clinical field in Korea using hybrid models, and to clarify the definitions and attributes of the concept. Methods: The definition and nature of tacit nursing knowledge, obtained through a review of the extensive literature at the theoretical stage of the research, and the analysis of the in-depth interview data conducted by the career nurses in the fieldwork stage, are compared and analyzed. Results: The tacit nursing knowledge was found in three dimensions as knowledge related to the person, the clinical situation work context, the self, the others, and the task. The tacit nursing knowledge was defined as personal nursing knowledge and artistic skills that show up as unconscious behavior patterns, learned informally, and internalizedthrough repeated clinical practice experience based on professional nursing knowledge. Conclusion: Tacit nursing knowledge has been widely used in clinical practice and has been shown to have a great impact, directly or indirectly, on clinical nursing. Therefore, individual and organizational efforts are needed for validation and clarification using the generation, sharing, collection, and peer review of sound implicit nursing knowledge to ensure that it is properly applied.

• Knowledge Management Research
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• v.23 no.4
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• pp.233-250
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• 2022

This paper aims to verify how the knowledge sharing culture of hotel companies affects psychological ownership awareness and organization citizenship behavior through knowledge sharing of millennials and generation Z employees. It also assumed that two types of knowledge, such as tacit knowledge and explicit knowledge, would have the effect of controlling knowledge sharing culture and knowledge sharing. This paper collected data from 138 employees working in hotels in the metropolitan area. As a result of the empirical analysis, it was found that the knowledge sharing culture of hotel companies influenced knowledge sharing. In addition, it was confirmed that it had a positive effect on psychological ownership and organizational citizenship behavior. In the case of hotel companies, it was found that the tacit knowledge was more effective in inducing knowledge sharing among employees that the explicit knowledge. If a company provides a knowledge-sharing culture using various forms of tacit knowledge strategies, it is expected to increase the organizational citizenship behavior and psychological ownership of MZ generation employees.