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This paper focuses on the problem of knowledge that is difficult to share because it cannot be articulated: intractably tacit knowledge. It offers knowledge sharing between relatives or friends, a nepotistic practice, as a potential solution.

Analysis of a US Supreme Court decision in favor of a nepotistic hiring practice provides insights into how such a nepotistic approach can facilitate the sharing of intractably tacit knowledge. The paper builds on this analysis to articulate the conditions under which nepotistic selection can be useful to managers.

The US Supreme Court decided in favor of a nepotistic hiring practice based on its potential effectiveness in selecting and developing river pilots. Such a nepotistic approach is problematic, but it can be valuable in a very specific and narrow application, i.e., when organizations need to transfer intractably tacit knowledge. A nepotistic approach should thus be employed only if the benefit of sharing intractably tacit knowledge exceed the cost of nepotism. Organizations should enhance the benefit by ensuring effective knowledge transfer and reduce the cost by mitigating the discrimination and inequity that nepotism enhances.

While much has been written on tacit knowledge, the portion of tacit knowledge that cannot be articulated has been ignored in some studies and neglected in others. Managers responsible for the sharing of such knowledge need guidance. This paper explores an unusual solution: nepotistic selection.

China has climbed from 22nd in the Global Innovation Index Rankings in 2017 to 11th in the 2022 due to the transition of its manufacturing firms from assemblers to system integrators. This paper examines how firms can enhance their innovation capability through inbound and outbound open innovation.

This paper applies both open innovation and a knowledge-based view and proposes a conceptual framework that encompasses innovation capability and the significance of tacit knowledge acquisition. A questionnaire was designed to collect relevant data from 139 Chinese manufacturing firms in six regions to test this framework.

The authors found that inbound open innovation has a stronger impact than outbound open innovation on synergistic innovation capability. The acquisition of skill-based tacit knowledge has a slightly stronger intermediary role between open innovation (no matter inbound or outbound) and synergistic innovation capability than cognitive tacit knowledge does.

Firms should improve external tacit knowledge acquisition efforts to generate new knowledge, inspire the innovation passion of employees and implement ambidextrous open innovation.

This paper makes a good first step to analyze the effect of ambidextrous open innovation on the synergistic innovation capability of Chinese manufacturing firms. It verifies the role of skill-based and cognitive tacit knowledge acquisition and provides new reflections on open innovation strategy in emerging economies, thus enriching open innovation and knowledge-based theories.

Performance-driven culture has received extensive attention from both academics and practitioners because of its impact on organisations’ performance. Employees’ tacit knowledge about performance-driven culture is pivotal to identify, as it contributes to increasing the organisation’s performance. With the aim of enriching ongoing debate in human resources and knowledge management research, this paper proposes a conceptual model for emancipating and investigating the main factors of employees’ tacit knowledge that shape and affect performance-driven culture of a Saudi Arabian organisation.

The validity of the conceptual model is examined through a qualitative study developed using a thematic analysis of 134 employees’ unbridged computerised typewritten comments about organisation’s performance-driven culture.

Findings confirm the utility of conceptual models in explaining and categorising employees’ emancipated tacit knowledge, providing a potential contribution to academics and practitioners interested in developing managerial processes for improving organisation’s performance-driven culture.

Both the conceptual reflections and empirical-based evidence herein enrich ongoing debate in the area of human resources and knowledge management about employees’ tacit knowledge and performance-driven culture.

The effective and efficient implementation of daily work activities necessitates tacit knowledge sharing, boosting firm productivity. However, the link between tacit knowledge sharing within a company and its effects on organizational performance is unclear, so the purpose of this study is to examine the impact of sharing tacit knowledge on the success of a company.

Construction managers and senior managers were the study’s target participants. The correlation matrix was used to assess the significant correlation between study frameworks and the statistical approach of multiple regression was also used to test the hypotheses using statistical package for social sciences (SPSS) v.26.

The findings suggest that companies will be more willing and capable of making decisions based on experience when knowledge systems are used successfully. Furthermore, new organizational knowledge and particular evaluation procedures, such as anxiety and conflict resolution preparation, personal relationship and training improvement, mediation and task clarity, are explained, which can aid in success.

The study contributes to construction companies’ perception of knowledge sharing and recommends organizations to build capacity to encourage, improve engagement and review to maintain the dissemination of knowledge.

This study examines the relationship between higher education improvement and tacit knowledge importance. In this context, the scarcity of empirical and theoretical studies on acquiring tacit knowledge to enhance academic performance in higher education suggests that this research area holds significant importance for experts and policymakers. Consequently, this study aims to explore the factors that influence academic research performance at Chinese universities by acquiring tacit knowledge.

To achieve the study aims, the current approach utilizes the research technique based on the socialization, externalization, internalization and combination (SECI) model and knowledge management (KM) theory. To analyze the study objective, the authors collected data from post-graduate students at Chinese universities and analyzed it using structural equation modeling (SEM) to test the model and hypotheses.

The results indicated that social interaction, internalization and self-motivation have a positive impact on academic research performance through the acquisition of tacit knowledge. Furthermore, the findings suggest that academic researchers can acquire more knowledge through social interaction than self-motivation, thereby advancing research progress.

This study addresses the critical issues surrounding the acquisition of tacit knowledge and presents a comprehensive framework and achievements that can contribute to achieving exceptional academic performance.

This article aims to explore the connections between tacit knowledge management and the capacity to create new products and services for stimulating organizational performance.

This research utilizes a questionnaire-based study and 378 questionnaires gathered from different provinces of China between August and October 2022. The SmartPLS technique was used to evaluate the regression and mediation analysis on lower-order and higher-order components of the research hypotheses behind the model.

This investigation's results indicate that the tacit knowledge management process (TKMP) significantly drives product and service innovation and impacts organizational performance (ORP). According to the results, TKMP did not directly influence ORP and product innovation to mediate between Tacit knowledge and organizational performance.

Future research should concentrate on different combinations of influences on innovation and other consequences of introducing innovation into businesses. Moreover, researchers may add moderators to innovation and organizational performance.

This study assists managers in how tacit knowledge management affects organisational performance by examining product/service innovation capabilities. Product innovation also mediates between tacit knowledge and organizational performance. Service innovation improves organizational performance, prioritizing knowledge creation, sharing and retention to increase innovation and organizational success.

This study contributes to the literature on tacit knowledge management, innovation capability and organizational performance by concentrating on the tacit knowledge process and using the resource-based view. This study gives a solid theoretical and practical basis for understanding the component interactions.

The purpose of this study is to examine tacit knowledge sharing within information systems development (ISD) projects by exploring the combination of social interdependence theory and regulatory focus theory (RFT).

A survey was conducted on 198 ISD professionals to investigate the effect of social interdependence on tacit knowledge sharing. The survey data were analyzed using partial least squares structural equation modeling (PLS-SEM), and the results were discussed.

This study reveals that team members tend to share tacit knowledge in a way characterized by cooperative interdependence, and different patterns of social interdependence have an impact on tacit knowledge sharing. The RFT explains the disparities in attitude toward tacit knowledge sharing. Specifically, individuals with a prevention-focused orientation positively moderate the impact of competitive interdependence on tacit knowledge sharing, while those with a promotion-focused orientation have a negative moderating effect on the effect of competitive interdependence on tacit knowledge sharing. Moreover, promotion-focused individuals negatively moderate the effect of cooperative interdependence on tacit knowledge sharing.

The study identifies important aspects of social interdependence in ISD projects that affect the management of tacit knowledge. Furthermore, the study shows that the influence of cooperative and competitive interdependence on tacit knowledge sharing is moderated by the regulatory focus of an individual, providing new insights into ISD knowledge management.

This paper aims to investigate the tacit knowledge-sharing framework among Pakistani academicians. The objective is to study trust and social networks as antecedents to foster tacit knowledge sharing with the mediating role of commitment. Furthermore, the moderating role of organizational knowledge-sharing culture is also examined.

The study applied a survey-based quantitative research design to test the proposed model. The nature of data are cross-sectional and collected with stratified random sampling among public sector higher education professionals of Pakistan. The total sample size for the present research is 247 respondents. The variance-based structural equation modeling technique by using Smart_PLS software is used for analysis.

Data analysis and results reveal that trust and social networks are significant predictors of tacit knowledge sharing among Pakistani academicians while commitment positively mediated the relationships. While the moderating role of organizational knowledge-sharing culture is also established.

The current research explains tacit knowledge sharing among academics with fewer antecedents i.e. social network and trust with limited sample size and specific population. There is still a great deal of work to be done in this area. Hence, the study provides direction for including knowledge-oriented leadership and knowledge governance in the current framework. Moreover, the framework can be tested in different work settings for better generalization.

The study gives an important lead to practitioners for enhancing tacit knowledge sharing at the workplace through a robust social network of employees, building trust and boosting employees’ commitment, as well as through supportive organizational knowledge sharing culture.

The research comprehends the tacit knowledge sharing framework with theoretical arrangements of trust, social networks, commitment and culture in higher education workplace settings under the umbrella of social capital theory.

This research aims to study the relationship between trust and knowledge sharing intention. Furthermore, the overarching objective of this study also determines the moderating effect of Perceived Behavioral Control on this relationship.

Structural Equation Modelling (SEM) was applied using Smart PLS 3.3 to analyze the data.

The results of this study reveal that Perceived Trustworthiness and Propensity to Trust positively affect Explicit and Tacit knowledge sharing intention. Perceived behavioral control was also found to positively moderate the relationship between perceived trustworthiness and tacit knowledge sharing intention.

This study has provided evidence that trust among the construction project team members leads to an increase in the knowledge sharing intention among project team members.

This study aims to build an integrated model for information technology (IT)/information system (IS) team exploration and exploitation innovation in the business-to-business (B2B) enterprise context by empirically investigating the mediating role of tacit-explicit knowledge co-creation and exploring the behavior approach of servant leaders for IT/IS team exploration-exploitation innovation.

The authors' analysis was supported by 182 enterprise-IT/IS teams (403 participants) in Taiwan. The authors used a questionnaire and Structural Equation Model (SEM)-SmartPLS to validate the development model. This study examines IT/IS exploration-exploitation innovation using a combination of quantitative survey research and qualitative case studies.

The specific roles of direct and mediating effects for two innovations of IT/IS team exploration and exploitation were investigated. The findings show a direct effect of knowledge creation (tacit and explicit) on IT/IS team exploration-exploitation innovation. Servant leader behavior positively influences tacit-explicit knowledge co-creation practices, IT/IS team exploration and exploitation. Moreover, knowledge creation (tacit and explicit) successfully mediates the correlation between servant leaders and IT/IS team innovations (for exploration and exploitation).

Managers, IT/IS consultants and enterprises at the executive level are suggested to encourage knowledge co-creation practices, both tacit and explicit to support their IT/IS team innovation. The greater the degree of explicit knowledge (i.e. socialization and internalization) and tacit knowledge creation (i.e. externalization and combination), the greater will be the opportunities for meeting the enterprise-IT/IS team exploration and exploitation innovation goals. The project manager may follow servant leadership behavior to promote effective knowledge co-creation process on the IT/IS team.

This effort contributes to greater and new understanding of how ambidexterity capability, tacit-explicit knowledge co-creation (mediators) and servant leaders for IT/IS team exploration-exploitation innovation in the B2B enterprise context and new foundations for future studies on a cross-enterprise IT/IS team. This research is also the first empirical effort to understand how a servant perspective leadership contributes through the knowledge co-creation process for IT/IS exploration-exploitation innovation.