Impact of knowledge-sharing culture on organizational creativity: integrating explicit and tacit knowledge sharing as mediators

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dc.contributor.authorYildiz, Tayfun
dc.contributor.authorAkan, Betul Balkan
dc.contributor.authorSigri, Unsal
dc.contributor.authorDabic, Marina
dc.date.accessioned2025-04-06T12:23:50Z
dc.date.available2025-04-06T12:23:50Z
dc.date.issued2025
dc.departmentTekirdağ Namık Kemal Üniversitesi
dc.description.abstractPurposeTacit and explicit knowledge sharing play crucial roles in today's rapidly changing business environment, particularly in fostering innovation. However, uncovering tacit knowledge sharing remains complex. The purpose of this study is to analyze the mediating roles of tacit and explicit knowledge in the relationship between a knowledge-sharing culture and organizational creativity.Design/methodology/approachIn this study, the authors developed an extended analytical process to analyze the impact of explicit and tacit knowledge on a knowledge-sharing culture and organizational creativity. This process combines two analytical techniques: necessary condition analysis (NCA) and partial least squares structural equation modeling (PLS-SEM). NCA identifies essential bottlenecks for a specific outcome, while PLS-SEM uncovers strong connections between predictor and outcome variables. The authors applied these analyses to a sample of 155 IT experts from a leading telecom company in the Turkish ICT industry to test the relevant hypotheses.FindingsThe findings of this study indicate that tacit knowledge, rather than explicit knowledge, partially mediates the relationship between a knowledge-sharing culture and organizational creativity. This mediating role of tacit knowledge is particularly pronounced in the ICT sector. Additionally, the impact of organizational capabilities on organizational creativity is amplified by higher levels of tacit knowledge sharing.Originality/valueThe effect of organizational capabilities on organizational creativity was found to increase because of tacit knowledge sharing compared to explicit knowledge sharing, depending on the knowledge-sharing climate.
dc.identifier.doi10.1108/JKM-05-2024-0633
dc.identifier.endpage1277
dc.identifier.issn1367-3270
dc.identifier.issn1758-7484
dc.identifier.issue4
dc.identifier.scopus2-s2.0-85219184796
dc.identifier.scopusqualityQ1
dc.identifier.startpage1248
dc.identifier.urihttps://doi.org/10.1108/JKM-05-2024-0633
dc.identifier.urihttps://hdl.handle.net/20.500.11776/17189
dc.identifier.volume29
dc.identifier.wosWOS:001427519200001
dc.identifier.wosqualityQ1
dc.indekslendigikaynakWeb of Science
dc.indekslendigikaynakScopus
dc.language.isoen
dc.publisherEmerald Group Publishing Ltd
dc.relation.ispartofJournal of Knowledge Management
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanı
dc.rightsinfo:eu-repo/semantics/closedAccess
dc.snmzKA_WOS_20250406
dc.subjectKnowledge-sharing culture
dc.subjectOrganizational creativity
dc.subjectExplicit-tacit knowledge
dc.subjectPLS-SEM
dc.subjectNCA
dc.subjectTacit knowledge
dc.titleImpact of knowledge-sharing culture on organizational creativity: integrating explicit and tacit knowledge sharing as mediators
dc.typeArticle

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