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Business not as usual: Understanding the drivers of tacit knowledge-sharing behavior in teleworking modality
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Orientador(es)
Resumo(s)
In recent years, companies have differentiated themselves from their competitors through their intellectual capital, an essential resource for survival. As such, tacit knowledge gives companies leverage when it comes to obtaining a competitive advantage, as it originates in personal actions or attitudes, making its formalization, sharing, and expression very difficult, which in turn results in a big challenge for competitors who want to appropriate it when compared to explicit knowledge.
Applying the theory of planned behavior and extending it to individual and organizational factors, this study aims to examine the drivers of employees' tacit knowledge-sharing behavior for workers that are in traditional, hybrid, and teleworking modalities, which is the current norm in the corporate world.
This research begins with a brief review of the context of the COVID-19 pandemic in organizations and people. The literature review allows studying the concepts of organizational knowledge creation and sharing, tacit knowledge, telework, and the theory of planned behavior. Our research model is based on a sample where, surprisingly, almost 80% of respondents work remotely for at least half of their time and data analysis was performed using the partial least squares technique, supported by SmartPLS. The results demonstrate that the proposed factors can explain more than 40% of employees' tacit knowledge-sharing behavior variation.
Descrição
Dissertation presented as the partial requirement for obtaining a Master's degree in Information Management, specialization in Knowledge Management and Business Intelligence
Palavras-chave
Tacit knowledge knowledge sharing knowledge creation COVID-19 theory of planned behavior organizational factors individual factors