Knowledge sharing in cross‐functional teams: a coopetitive model

Abstract

PurposeThis study aims to present a model that can be used for predicting effective knowledge sharing behaviors in cross‐functional project teams.Design/methodology/approachDrawn from the extant literature, a coopetitive model of knowledge sharing is postulated. Data from 115 project managers are used to test the proposed model, using partial least squares (PLS).FindingsThe findings confirm the applicability and predictive power of the proposed model. Three dimensions of cross‐functional cooperation (cooperative task orientation, cooperative communication, and cooperative interpersonal relationships) were proved to directly drive effective knowledge sharing behaviors. The results show that competition affects effective knowledge sharing behaviors through influencing cooperative behaviors. In addition, this study shows that different dimensions of competition generate mixed impacts. Competition for tangible resources was found to positively affect cooperative communication of individuals, whereas competition for intangible resources (political competition) had negative impacts on cooperative communication and task orientations.Research limitations/implicationsThis study contributes to the extant literature by presenting a model that predicts effective knowledge sharing practices in cross‐functional projects. In addition, the results advance the current understanding of the concept and modeling of coopetitive knowledge sharing.Practical implicationsThe proposed model of this study can be used by managers in order to facilitate problematic knowledge sharing processes within cross‐functional teams.Originality/valueThis study stands as one of the first attempts in providing a model that explains the forces behind effective knowledge sharing behaviors in cross‐functional teams. The model explores coopetition effect in a systematic way, which has not been previously studied.

Factors negatively influencing knowledge sharing in software development

“…To make knowledge sharing more effective, knowledge management is key (Ghobadi & D'Ambra 2012). All types of knowledge that need to be shared must be managed by its stakeholders.…”

“…The main aim of knowledge sharing in software development is to solve problems in information technology (IT) projects in a faster and cheaper way than when knowledge is not shared (Ghobadi & D'Ambra 2012;Kukko & Helander 2012). Andrawina (2009) asserts wide recognition of the leading role of knowledge as an investment to gain reasonable benefit.…”

“…Knowledge types exhibit essential roles in the knowledge sharing process (Jashapara 2011). Knowledge sharing improves knowledge capital in organisations and promotes project success as knowledge sharing is all about adding value to the organisation and improving success (Ghobadi & D'Ambra 2012). In today's ever-changing competitive environment, an organisation's success depends largely on its ability to share knowledge successfully and efficiently.…”

“…In today's ever-changing competitive environment, an organisation's success depends largely on its ability to share knowledge successfully and efficiently. Knowledge sharing is not only required between team members involved in a project, but also between projects in an organisation and across different organisations (Ghobadi & D'Ambra 2012;Soinil, Makinen & Tenhunen 2007). Members from different cross functional groups will bring their expertise and knowledge to share with each other, and this will improve project success (Ghobadi & D'Ambra 2012).…”

“…In today's ever-shifting competitive environment, software developing organisations are increasingly dependent on knowledge to gain and maintain an advantage over their competitors (Ghobadi & D'Ambra 2012;Mkhize 2015;Willems 2009). Subsequently, knowledge sharing is a key factor for modern software developing organisations to succeed (Ghobadi 2015).…”