Tacit knowledge sharing in knowledge-intensive firms: the perceptions of team members and team leaders

This study focuses on the tacit knowledge sharing (TKS) problem with particular reference to knowledge-intensive firms (KIFs), a topic that deserves consideration given the role of tacit knowledge as a driver of business model innovation. The paper investigates individual perceptions about knowledge sharing (KS) at the team level, analysing the points of view of both team members (TMs) and team leaders (TLs) of an Italian KIF. The awareness of these perceptions represents an important antecedent to gain better TKS and their investigation a perspective that has not been considered by previous studies. The research is based on interviews with company TMs and on surveys through questionnaires submitted to TMs and TLs to investigate their perceptions and attitudes regarding TKS. The results from both show a good KS intention despite low organisational investment in KS tools, lack of time to devote to training and low TM involvement in strategic objectives. It also emerged that the TMs' perceptions of the charisma of the leader was low. Moreover, the results suggest a low presence of transformational, charismatic and ethical leadership at the base of the so-called knowledge-oriented leader.

Automated summary

This study focuses on the tacit knowledge sharing problem in knowledge-intensive firms, investigating individual perceptions about knowledge sharing at the team level. Results show a good intention for knowledge sharing among team members and leaders, despite organizational shortcomings in investment in tools, lack of training time, and low involvement in strategic objectives.