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Tacit knowledge sharing and creative performance: a transformative learning perspective

Neethu Mohammed (Department of Human Resource Management, Institute of Management Technology, Hyderabad, India)
T.J. Kamalanabhan (Department of Management Studies, Indian Institute of Technology Madras, Chennai, India)

Development and Learning in Organizations

ISSN: 1477-7282

Article publication date: 24 October 2021

Issue publication date: 16 May 2022

351

Abstract

Purpose

The purpose of this paper is to examine the relationship between tacit knowledge-sharing and creative performance of employees from a transformative learning perspective.

Design/methodology/approach

This paper uses Structural Equation Modeling to analyze data collected from 440 employees working in Information Technology industry, using a survey-based questionnaire.

Findings

The dimensions of tacit knowledge-sharing - tacit knowledge-seeking and tacit knowledge-contribution, positively affect employees' creative performance. Further, an individual’s bisociative cognitive style reinforces the positive association between tacit knowledge-sharing and employee creativity.

Originality/value

The study contributes to the field of knowledge management by using a new theoretical lens, Transformative Learning Theory, to examine how tacit knowledge-sharing adds value to knowledge workers in terms of enhancing their creativity.

Keywords

Citation

Mohammed, N. and Kamalanabhan, T.J. (2022), "Tacit knowledge sharing and creative performance: a transformative learning perspective", Development and Learning in Organizations, Vol. 36 No. 4, pp. 5-8. https://doi.org/10.1108/DLO-09-2021-0161

Publisher

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Emerald Publishing Limited

Copyright © 2021, Emerald Publishing Limited

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