Cross-country findings on tacit knowledge sharing: evidence from the Brazilian and Indonesian IT workers

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dc.creatorRenata Borges
dc.creatorMonica Bernardi
dc.creatorRenata Petrin
dc.date.accessioned2023-10-27T14:47:42Z
dc.date.accessioned2025-09-08T23:17:39Z
dc.date.available2023-10-27T14:47:42Z
dc.date.issued2019
dc.identifier.doi10.1108/jkm-04-2018-0234
dc.identifier.issn13673270
dc.identifier.urihttps://hdl.handle.net/1843/60158
dc.languageeng
dc.publisherUniversidade Federal de Minas Gerais
dc.relation.ispartofJournal of Knowledge Management
dc.rightsAcesso Restrito
dc.subjectTecnologia da informação
dc.subjectCultura organizacional
dc.subjectAdministração de empresas
dc.subject.otherInformation technology
dc.subject.otherOrganizational culture
dc.subject.otherCross cultural studies
dc.subject.otherTacit knowledge
dc.subject.otherKnowledge sharing
dc.subject.otherOrganizational commitment
dc.titleCross-country findings on tacit knowledge sharing: evidence from the Brazilian and Indonesian IT workers
dc.typeArtigo de periódico
local.citation.epage762
local.citation.issue4
local.citation.spage742
local.citation.volume23
local.description.resumoPurpose – The purpose of this paper is to compare the factors that can influence the tacit knowledge sharing (KS) in two different cultures by investigating information technology professionals (IT) in Brazil and Indonesia. Design/methodology/approach – A survey method was used and a standard questionnaire was applied. The sample size comprised 115 respondents from Brazil and 86 participants from Indonesia. A partial least squares analysis was used to assess the structural and confirmatory models and test the hypotheses. Findings – The results indicate that, in both cultures, IT workers who are committed to the organization are more likely to engage in tacit KS behavior. Similarly, strong social ties play an important role in the willingness to share tacit knowledge. Also, there are major differences between the organizational cultures; for instance, whereas Brazilians seem to be influenced by team-oriented cultures, Indonesians seem to be indifferent. Research limitations/implications – Limitations include the small sample size as only two cultures were chosen to assess the differences and the representation of just one professional category (IT). Originality/value – This paper provides theoretical contributions as the literature lacks a macro-level analysis on the KS comparison between countries. The results advance the comprehension of tacit KS phenomenon by testing in a cross-country comparison the mediation effect of organizational commitment. To practitioners, this research presents important empirical contributions indicating how organizational culture, social environment, personality traits and employee commitment impact an individual’s willingness to share tacit knowledge with their coworkers.
local.publisher.countryBrasil
local.publisher.departmentFCE - DEPARTAMENTO DE CIÊNCIAS ADMINISTRATIVAS
local.publisher.initialsUFMG
local.url.externahttp://https://www.emeraldinsight.com/doi/full/10.1108/JKM-04-2018-0234

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