团队

In the competitive landscape of modern business, tacit knowledge (TK) sharing has emerged as a critical enabler of innovation and transformation, particularly within the realm of operations management. In this context, the efficient flow of TK is essential for optimizing processes, promoting technology development, and sustaining competitive advantage. While the role of workplace friendship in facilitating TK sharing has been well-documented, there is a common misconception that close personal relationships alone suffice for effective knowledge transfer. However, in the complex dynamics of operational environments, these relationships can be unexpectedly fragile and prone to disruption. Even employees with strong workplace friendships may encounter inevitable challenges such as competition over limited resources, conflicts of interest, and diminished incremental benefits of knowledge exchange among functionally overlapping colleagues. Grounded in social information processing (SIP) theory, this study proposes a moderated mediation model and explores the negative moderating effects of competitive climate and functional similarity on the relationship between workplace friendship and TK sharing and how these factors subsequently impact innovation performance. Through a mixed-method design, including a main field study and a supplementary experiment involving 1,809 participants across various industries, our findings underscore that the positive association between workplace friendship and TK sharing will be diminished or even dissolved when employees perceive higher levels of competitive climate and functional similarity. By adopting a SIP perspective, this research elucidates how contextual factors in operational environments can overshadow the influence of workplace friendship on TK sharing. It also reveals the intricate interplay (i.e., mutual reinforcement) between the attitudes of TK holders and recipients, which is crucial for ensuring the seamless exchange of knowledge that drives operational excellence in highly competitive workplaces. These insights are vital for operations managers aiming to cultivate workforce diversity, regulate peer competition, inspire employee enthusiasm and engagement, and initiate cross-functional technology development projects. Such strategies foster effective and sustainable TK sharing, ultimately contributing to superior innovation performance in operational settings.

当员工对工作的多方面产生占有欲时，就会出现工作心理所有权。借鉴资源保存理论和调节定向理论，这研究采用以资源为基础的观点，提出标记、捍卫及拓展这三种形式的领域感，以及信息交换和个人调节定向是工作绩效的双面刃。作者在研究一通过多步骤分析，制定并验证了领域扩张的规模。研究二以358组员工与主管的配对来测试这个模型；发现工作心理所有权会促使员工标记、捍卫和拓展工作领域。捍卫领域会窒碍信息交换、拓展领域对信息交换则有正面影响，而标记领域与信息交换无关。信息交换与工作绩效有正向关系。当员工加强对工作领域的防卫，信息交流便会减少，窒碍其工作表现，这影响对保守型的员工尤甚。当员工拓展其工作领域及加强信息交流，其工作绩效便会提高，这对较进取员工的影响尤为明显。以上的发现对研究和实践有显著影响。