Tacit Knowledge Sharing in Open Innovation Projects

Article Lessons Learned, Innovation 1 August 2018

Project Management Journal

Terhorst, Andrew | Lusher, Dean | Bolton, Dianne | Elsum, Ian | Peng, Wang

How to cite this article:

Terhorst, A., Lusher, D., Bolton, D., Elsum, I., & Peng, W. (2018). Tacit Knowledge Sharing in Open Innovation Projects. Project Management Journal, 49(4), 5–19. doi: http://dx.doi.org/10.1177/8756972818781628

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Tacit knowledge is considered critical to the success of open innovation projects, yet little is known about the factors that promote or impede tacit knowledge sharing in such projects. This article uses exponential random graph modeling to examine both tacit and explicit knowledge sharing in two early-stage open innovation projects. Results indicate autonomous motivation predicts tacit knowledge sharing, suggesting that managers need to promote a team culture that satisfies members' needs for autonomy, competence, and relatedness. The modeling also suggests that brokerage is important in the early stage of a project to build the strong informal social structures needed to facilitate the exchange of tacit knowledge.

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Tacit Knowledge Sharing in Open Innovation Projects

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From the Editor

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