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Social capital, behavioural control, and tacit knowledge sharing—A multi-informant design

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  • Yang, Shu-Chen
  • Farn, Cheng-Kiang

Abstract

As suggested by prior studies, tacit knowledge sharing is a natural process of social interaction. The perspectives of social capital and behavioural control are thus employed in this study to investigate an employee's tacit knowledge sharing and behaviour within a workgroup. This study collects data through a multi-informant questionnaire design. Three interesting results were obtained in this study. First, results show that tacit knowledge sharing intention can be induced by affect-based trust. However, shared value is negatively related to tacit knowledge sharing intention. Second, internal control has a positive effect on tacit knowledge sharing intention, but the relationship between internal control and tacit knowledge sharing behaviour could not be confirmed. Third, external control positively moderates the relationship between tacit knowledge sharing intention and behaviour. It is interesting to note that tacit knowledge sharing intention does not necessarily lead to tacit knowledge sharing behaviour unless the moderating effect of external control is taken into account. These findings and their implications are also addressed.

Suggested Citation

  • Yang, Shu-Chen & Farn, Cheng-Kiang, 2009. "Social capital, behavioural control, and tacit knowledge sharing—A multi-informant design," International Journal of Information Management, Elsevier, vol. 29(3), pages 210-218.
    • Handle: RePEc:eee:ininma:v:29:y:2009:i:3:p:210-218
    DOI: 10.1016/j.ijinfomgt.2008.09.002
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    Cited by:

    1. Wang, Changyu & Zuo, Meiyun & An, Xiaomi, 2017. "Differential influences of perceived organizational factors on younger employees’ participation in offline and online intergenerational knowledge transfer," International Journal of Information Management, Elsevier, vol. 37(6), pages 650-663.
    2. Jiang Xu & Huihui Wu & Jianhua Zhang, 2022. "Innovation Research on Symbiotic Relationship of Organization’s Tacit Knowledge Transfer Network," Sustainability, MDPI, vol. 14(5), pages 1-22, March.
    3. Liu, Yuwen & Phillips, James S., 2011. "Examining the antecedents of knowledge sharing in facilitating team innovativeness from a multilevel perspective," International Journal of Information Management, Elsevier, vol. 31(1), pages 44-52.
    4. Hau, Yong Sauk & Kim, Byoungsoo & Lee, Heeseok & Kim, Young-Gul, 2013. "The effects of individual motivations and social capital on employees’ tacit and explicit knowledge sharing intentions," International Journal of Information Management, Elsevier, vol. 33(2), pages 356-366.
    5. Yu, Yan & Hao, Jin-Xing & Dong, Xiao-Ying & Khalifa, Mohamed, 2013. "A multilevel model for effects of social capital and knowledge sharing in knowledge-intensive work teams," International Journal of Information Management, Elsevier, vol. 33(5), pages 780-790.
    6. François Deltour & Loïc Plé & Caroline Sargis-Roussel, 2014. "Knowledge sharing in the age of the web 2.0: a social capital perspective," Post-Print hal-00828035, HAL.
    7. Liu, Shan & Deng, Zhaohua, 2015. "How environment risks moderate the effect of control on performance in information technology projects: Perspectives of project managers and user liaisons," International Journal of Information Management, Elsevier, vol. 35(1), pages 80-97.
    8. Sheng, Margaret L., 2019. "Foreign tacit knowledge and a capabilities perspective on MNEs’ product innovativeness: Examining source-recipient knowledge absorption platforms," International Journal of Information Management, Elsevier, vol. 44(C), pages 154-163.

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