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

Author

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  • Paola Castellani

    (University of Verona)

  • Chiara Rossato

    (University of Verona)

  • Elena Giaretta

    (University of Verona)

  • Raffaela Davide

    (University of Verona)

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.

Suggested Citation

  • Paola Castellani & Chiara Rossato & Elena Giaretta & Raffaela Davide, 2021. "Tacit knowledge sharing in knowledge-intensive firms: the perceptions of team members and team leaders," Review of Managerial Science, Springer, vol. 15(1), pages 125-155, January.
    • Handle: RePEc:spr:rvmgts:v:15:y:2021:i:1:d:10.1007_s11846-019-00368-x
    DOI: 10.1007/s11846-019-00368-x
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    References listed on IDEAS

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    Cited by:

    1. Kathryn Cormican & Chen Meng & Suzana Sampaio & Qiong Wu, 2021. "Towards Sustainable Knowledge Sharing Practices: An Analysis of Organizational Level Enablers," Sustainability, MDPI, vol. 13(23), pages 1-18, November.
    2. Paula Andrea Nieto-Aleman & Klaus Ulrich & María Guijarro-García & Esther Pagán-Castaño, 2023. "Does talent management matter? Talent management and the creation of competitive and sustainable entrepreneurship models," International Entrepreneurship and Management Journal, Springer, vol. 19(3), pages 1055-1068, September.
    3. Daniel Feser, 2023. "Innovation intermediaries revised: a systematic literature review on innovation intermediaries’ role for knowledge sharing," Review of Managerial Science, Springer, vol. 17(5), pages 1827-1862, July.
    4. Wang, Zhining & Cai, Shaohan Alan & Ren, Shuang & Singh, Sanjay Kumar, 2023. "Green operational performance in a high-tech industry: Role of green HRM and green knowledge," Journal of Business Research, Elsevier, vol. 160(C).

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