Tacit Knowledge Sharing and Creativity. How to Derive Innovation from Project Teams?

Modern companies are increasingly likely to work in a project management environment, which ensures their success in the implementation of innovation. The aim of the study is to prove that tacit knowledge is a mediator for creativity and project performance. Creativity as one of the crucial sources of innovation is stimulated by tacit knowledge. Bearing this fact in mind, the authors studied relations between tacit knowledge, creativity and the outcome of a project. For this purpose, they conducted a study of 514 Polish professionals with different functions and experience in managing projects in construction industry. The results indicate that the direct effect of tacit knowledge on project performance is rather minor but indirect effects mediated by creativity affect the final project performance. That situation also emphasizes the specific nature of tacit knowledge. It is not easily noticeable and hard to measure, however its indirect influence proves its crucial role in value creation. The data collected during the study has been analyzed using the equal structural modelling method. The results point out to a new context of tacit knowledge sharing as a key factor in the process of creating innovation. Nowadays tacit knowledge sharing is crucial for creation of innovation in project teams. The presented model highlights the essence of these relations.

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