Harnessing technological innovation capabilities by the mediating effect of willingness to share tacit knowledge: a case from Pakistani software SMEs

Abstract

PurposeThe study aims to explore the impact of tacit knowledge sharing (TKS) factors and its consequences in the form of technological innovation capabilities (TICs) within Pakistani software small–medium enterprises (SSMEs).Design/methodology/approachDrawing upon the social exchange theory (SET), the study used a quantitative approach and structural equation modeling (SEM) to test hypotheses with 220 valid data collected from 23 Pakistani software SSMEs.FindingsThe peer influence (PI) has positive and significant effect on collaborative culture (CC), willingness to share tacit knowledge (WSTK) and TICs. Organizational trust (OT) has a positive and significant impact on CC and TIC. Whereas, CC possessed positive and significant effect on WSTK and insignificant on TIC. Furthermore, WSTK has positive and significant effect on TIC. Finally, WSTK partially mediates the relationship between PI and TIC whereas WSTK fully mediates the relationship between CC and TIC.Research limitations/implicationsThe study enriches the research on knowledge sharing and TIC. This research investigates the precursors of tacit knowledge-sharing willingness and their consequences in software SMEs; future studies need to examine tacit knowledge-seeking willingness and its consequences not only in software enterprises but also in other industrial sectors. Besides, it needs to evaluate types of innovative capabilities in software SMEs.Practical implicationsThe study suggested that the practitioners need to strengthen TKS in the form employees’ updated skills and expertise which ultimately fosters software enterprise’s innovative capabilities to attain competitive advantages in a specific industry.Originality/valueThis research is one of the few studies to examine the potential antecedents of WSTK and their final effects within software SMEs in the form of TICs. As currently it is observed, an incredible increase of skills oriented innovations in firms particularly in the software domain and IT industry. Therefore, this study emphasizes how PI, OT and WSTK positively affect TIC of Pakistani software SMEs. However, the study could be considered as a guideline for the academia and practitioners who attempt to strengthen the technological innovations capabilities in software SMEs.

The mediating role of social dynamics in the influence of absorptive capacity and tacit knowledge sharing on project performance

“…While many studies have looked at what makes for effective knowledge sharing Sherani et al. (2022), just a few have looked at what makes for good absorptive capacity, a crucial metric for measuring a project’s success.…”

“…(2021) proposed that an individual must employ his or her perspective, abilities, and interactions to absorb these facts to turn them into knowledge. This implies that unless the data is subsequently analyzed, the raw data or information gathered from the field may not be instantly relevant (Sherani et al. , 2022).…”

“…Explicit knowledge, according to Park (2022), has stable content that is recorded, organized, abstracted, conscious and may be collected and disseminated using signs, narrative, and technology. However, tacit knowledge (often referred to as human emotions, perceptions, and discoveries) continues to be a part of one’s own subjective human experience and action (Sherani et al., 2022). They went further to explain that, tacit knowledge, as opposed to explicit knowledge, is absorbed, private, unrecorded, and a frame of reference.…”

“…According to Park (2022), when project team members share their knowledge, they are more likely to see improvements in their skills and are more inclined to do so. Tacit knowledge sharing according to Sherani et al. (2022) is crucial in a construction project team since team members have different backgrounds and fields of expertise.…”

“…(2018) are of the view that project members who share knowledge gain social capital, improve originality, and accomplish well. According to Sherani et al. (2022), tacit knowledge sharing is essential to complete an excellent task.…”