The impact of tacit knowledge sharing on the success of construction companies operations

Abstract

Purpose 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. Design/methodology/approach 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. Findings 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. Originality/value 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.