An empirical examination of the influence of selected organisational factors on tacit knowledge sharing

Knowledge is increasingly recognised as the most important resource in sustaining competitive advantage for enterprises and nations, in the new economy. Knowledge can broadly be categorised as explicit or tacit. Explicit knowledge can be articulated, stored independently and easily communicated. Tacit knowledge on the other hand is embedded deep in the minds of people, is not easily shared and attempts to share can be slow, costly and uncertain. While it is acknowledged that there are inherent benefits, prior studies have shown that people, in general, are reluctant to share tacit knowledge. However research had also suggested that knowledge sharing behaviour manifests under certain enabling conditions. This study examined the influence of leadership behaviour, knowledge networks, and resources, on knowledge workers tacit knowledge sharing intention and behaviour.