Acceso usuarios
Ayyaz Mahmood
, Tasmin R, Bilal Saeed, Mai Nguyen, Aamer Hafeez
Purpose: This study investigates the challenge of retaining and sharing tacit knowledge during employee transitions in organizations, with a specific focus on software developers' motivations. We examine two key motivational beliefs: the perceived value of knowledge and organizational citizenship behavior (OCB), and their influence on sharing intentions. Additionally, we explore how these beliefs shape attitudes, subsequently affecting intentions regarding tacit knowledge sharing.
Theoretical Framework: Grounded in the Theory of Reasoned Action (TRA), our research underscores the pivotal role of beliefs in shaping attitudes and intentions related to tacit knowledge sharing. Beliefs, encompassing the Perceived Value of Knowledge and OCB, play a significant role in molding attitudes. Using structural equation modeling, we analyze data collected from 197 software developers, employing confirmatory factor analysis to validate our measurement model and structural model analysis to explore relationships.
Findings: Our findings indicate that software developers are indeed willing to share their tacit knowledge, with their willingness positively influenced by the perceived value of tacit knowledge and engagement in OCB. Attitudes towards sharing tacit knowledge act as mediators in the relationship between these beliefs and sharing intentions.
Implications: In practical terms, organizations can foster tacit knowledge sharing by promoting positive attitudes, recognizing knowledge's perceived value, and cultivating a culture that encourages OCB. This facilitates a conducive environment for sharing, further enhanced by acknowledging and rewarding employees who exhibit OCB. Theoretical implications align with the Theory of Reasoned Action, emphasizing the role of attitude in shaping intentions. Our research contributes uniquely by exploring the underrepresented relationship between perceived knowledge value and tacit knowledge sharing, introducing a novel approach by examining the combined impact of OCB and perceived value. These insights are valuable for organizations looking to cultivate a culture of tacit knowledge sharing, driving innovation and enhancing performance.
