Exploring tacit knowledge sharing intention and behavior within workgroup from the perspectives of social capital and behavioral control

Shu Chen Yang, Cheng Kiang Farn

Research output: Contribution to conferencePaperpeer-review

8 Scopus citations

Abstract

Several researchers suggest that tacit knowledge sharing among employees is a process of social interaction by nature. Accordingly, the perspectives of social capital and behavioral control are employed in this study to investigate an individual's tacit knowledge sharing and behavior within a workgroup. This study collects data through a multi-informant questionnaire design. There are three areas of interesting results. First, results show that tacit knowledge sharing intention and behavior can be induced by affect-based trust through organizational citizenship behavior. Second, internal control has positive effect on tacit knowledge sharing intention, but the relationship between internal control and tacit knowledge sharing behavior cannot gain support. Third, external control positively moderates the relationship between tacit knowledge sharing intention and behavior. It is interesting to note that tacit knowledge sharing intention does not necessarily lead to tacit knowledge sharing behavior unless the moderating effect of external control is taken into account. These findings and their implications are also addressed.

Original languageEnglish
StatePublished - 2007
Event11th Pacific Asia Conference on Information Systems: Managing Diversity in Digital Enterprises, PACIS 2007 - Auckland, New Zealand
Duration: 3 Jul 20076 Jul 2007

Conference

Conference11th Pacific Asia Conference on Information Systems: Managing Diversity in Digital Enterprises, PACIS 2007
Country/TerritoryNew Zealand
CityAuckland
Period3/07/076/07/07

Keywords

  • Behavioral control
  • Intention-behavior relationship
  • Organizational citizenship behavior
  • Social capital
  • Tacit knowledge sharing

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