Tacit knowledge sharing, self‐efficacy theory, and application to the Open Source community

Abstract

Purpose-The purpose of this paper is to apply the self-efficacy model to compare knowledge-sharing activities in the Open Source community versus those in a traditional organization. Design/methodology/approach-Current literature on tacit knowledge sharing and information about the Open Source community is synthesized in the study with research concerning self-efficacy formation. The knowledge-sharing literature is applied in the paper to the self-efficacy model. Findings-Through a synthesis of different streams of literature, the paper concludes that the self-efficacy model serves as a useful framework for better understanding the effects of context on tacit knowledge sharing. Furthermore, it is concluded that the Open Source community may provide an ideal set of subjects to whom the model can be applied. Research limitations/implications-Only propositions are offered, and the conclusions are suggestions for future research. The self-efficacy model has been successfully applied to other areas of research in early stages (e.g. entrepreneurship) and provides a valid, tangible framework that allows many research possibilities. Practical implications-The self-efficacy model is practical and usable in a real-world situation. A software manager (or other manager) can easily look at the inputs and outcomes of the model and see where he/she could positively affect tacit knowledge sharing. Originality/value-This paper takes a highly valid and respected model and applies it to individual tacit knowledge sharing, a field in which little cross-discipline work is done. This paper bridges a central organizational behavior/psychological theory with knowledge management research.

How Intellectual Stimulation Effects Knowledge Sharing, Innovation and Firm Performance

“…Tacit knowledge sharing is the face-to-face interaction among employees to share what they know and use what they learn [24]. Tacit knowledge sharing is the employees activity in spreading knowledge, intuition, and hunches gained through past experiences [25]. Tacit knowledge is not codified, uncommunicated openly, gained by sharing experiences, observations and imitate [26].…”

Prokastinasi Akademik Menghambat Peningkatan Prestasi Akademik Remaja di Wilayah Perdesaan

“…Hal ini sesuai dengan hasil penelitian yang menemukan bahwa peranan teman sebaya dapat membuat seseorang yakin akan kemampuannya dalam mengerjakan sesuatu. Endres et al (2007) menyebutkan bahwa peranan teman dalam jaringan sosial dan organisasi seseorang dapat menjadi faktor pembentukan efikasi diri. Bandura (1997) menyebutkan bahwa faktor personal seperti efikasi diri mempunyai hubungan timbal balik dengan faktor lingkungan sosial remaja yaitu teman sebaya dan perilaku prokrastinasi akademik.…”

Study of factors influencing knowledge transfer in family firms

“…Organizations that are successful in knowledge generation and transmission are those able to create high levels of motivation (Endres et al, 2007) and employee commitment to the organization (Camelo, García & Sousa, 2010). In this sense, greater affective commitment to the family business means more creation, sharing and knowledge transfer.…”

“…However, most researches on knowledge are conducted at the organizational level, leaving a land fallow for the investigation of knowledge transmission at the individual level (Endres, Endres, Chowdhury & Alam, 2007). For this reason, in this study we focus on family members' knowledge transfer, both from one generation to another, and from the same generation.…”