The effects of the relational dimension of social capital on tacit and explicit knowledge sharing: a mixed-methods approach

Abstract

Purpose Knowledge sharing among individuals from different teams is rare. Agile methods encourage only the exchange of tacit knowledge within teams. This study aims to analyse the influence of trust, norms of cooperation and reciprocity on tacit and explicit knowledge sharing among individuals from different software development teams. Design/methodology/approach Data were collected using a cross-sectional survey involving 205 individuals working in software development teams. The authors adopted a mixed-methods approach involving partial least squares structural equation modelling (PLS-SEM) and fuzzy-set qualitative comparative analysis (fsQCA). Findings PLS-SEM shows: the antecedents have different influence in tacit knowledge sharing (TKS) and in explicit knowledge sharing (EKS); trust influences directly TKS, and it only influences EKS indirectly, while reciprocity influences TKS directly and EKS both directly and indirectly; norms of cooperation directly influence TKS, and they only influence EKS indirectly. Overall, the fsQCA findings support PLS-SEM results: TKS contributes to EKS; reciprocity or trust is a sufficient condition for TKS and EKS; norms of cooperation are a sufficient condition for TKS; larger firms without high levels of reciprocity and trust cannot expect TKS and EKS. The quantitative and qualitative results are aligned. Research limitations/implications The results cannot be generalisable because snowball sampling was used, and most of the respondents were Brazilians. Practical implications This study should help managers and scholars: to appreciate the relevancy of TKS among individuals using agile methods to nurture EKS and to understand the different effects of reciprocity, trust and norms of cooperation on both TKS and EKS. Originality/value Considering three constructs, this study uses a mixed-methods approach to investigate the potential of the relational dimension of social capital theory to leverage TKS and EKS, to overcome the limitations of agile methods. The originality of this study regards that it shows the constructs of relational social capital influencing TKS and EKS differently.

Motivations to share knowledge in professional service teams: the moderating role of project stage

“…Future studies could explore how different social interdependence types affect team KS. Besides, our data show that conformity to general KS norms and reciprocity norms motivates project team KS which is consonant with prior studies (Santos et al , 2021; Yu et al , 2013). This outcome commends the importance of normative social influence in team processes (Caldwell and O’Reilly, 2003).…”

“…We argue that the effects of the motivations on team KS vary as a project moves from stage to stage. First, the inconsistent results have been found with regards to effects of normative influence (Göksel and Aydıntan, 2017; Santos et al , 2021; Yu et al , 2013) and affective-based connections (Kakar, 2018; Sawng et al , 2006; van Woerkom and Sanders, 2010) on team KS suggesting for the moderating effects. Second, the review of Kanfer et al (2017) indicates a growing concern for studying motivation that changes over time.…”

Investigating The Effect Of Organizational Amnesia On The Performance Of Small And Medium Sized Enterprises

“…The inability of the SMEs' employees as well as management to determine which information or knowledge to retrieve and store can affect the loss of that information and knowledge. Previous studies claim that the lack of personal motivation and competence among those who have undergone the learning causes the emergence of organization amnesia [14], [11], [46]. This situation makes an organization unable to perform the learning process and inhibits organizational learning [14].…”

Assessing internal organizational pathways to reduce knowledge waste: a Lean thinking perspective

“…, 2008), requiring employees to be willing to share it with colleagues (Al Shamsi and Ajmal, 2019). In environments where there are difficult relationships among people within an organization, it can be a barrier to knowledge sharing (Santos et al. , 2023).…”