Tacit Knowledge Sharing and Project Performance. Does the Knowledge Workers' Personal Branding Matter?

Abstract

Tacit knowledge sharing is the real challenge for knowledge management today. Network economy has completely changed the role of knowledge workers who now become independent tacit knowledge producers. Bearing this fact in mind, the author studied how tacit knowledge sharing affects the process of building a personal brand and project performance. For this purpose, the authors conducted a study among Polish professionals with different roles and experience in managing projects in various industries. The data collected during the study has been analysed using the equal structural modelling method. The results indicate that tacit knowledge sharing is used when developing a personal brand of knowledge workers who take care about the personal reputation. The intermediary role of personal branding in the relationship of tacit knowledge sharing and project performance points to a new context of tacit knowledge sharing as a key factor of knowledge management in learning organisations, which can be used for designing incentive schemes. Tacit Knowledge Sharing is also presented as a very sensitive and specific variable interesting for further research.

The KLC Cultures, Tacit Knowledge, and Trust Contribution to Organizational Intelligence Activation

“…TRUST impacts knowledge sharing (Kmieciak, 2021;Rutten et al, 2016), " Trust among co-workers ensures successful collaboration and vice versa; both increase knowledge sharing, team creativity, and performance (Kucharska, 2017), " At the same time, knowledge sharing supports trust-building among knowledge workers (Thomas et al, 2009), " Therefore TRUST, it is included in this study as a control variable (CV), " CVs imputation enables including extraneous variables that are not the focal point of the thorough research but remain theoretically important (Carlson and Wu, 2012;Nielsen and Raswant, 2018), " Based on the former studies of Kucharska (2017), Kucharska et al (2017), and Kucharska and Kowalczyk (2016), TRUST is a critical facilitator needed for tacit knowledge sharing. It is why the hypothesis is added below:…”

Organizational antecedents and multiple paths of knowledge-sharing behavior of construction project members: evidence from Chinese construction enterprises

“…Kivrak et al, 2014;Enshassi et al, 2016). However, the situational dependence of temporary organizations and the complex driving antecedents of The KSB of construction project members organizational behavior make the one-sided promoting strategy of KSB hard to implement in all organizational contexts (Kucharska et al, 2017;Ren et al, 2018). Hence, there is a need to concentrate on matching portfolio governance strategies of multiple antecedents with organizational scenarios or constraints.…”