團隊

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.

當員工對工作的多方面產生佔有欲時，就會出現工作心理所有權。借鑒資源保存理論和調節定向理論，這研究採用以資源為基礎的觀點，提出標記、捍衛及拓展這三種形式的領域感，以及信息交換和個人調節定向是工作績效的雙面刃。作者在研究一通過多步驟分析，制定並驗證了領域擴張的規模。研究二以358組員工與主管的配對來測試這個模型；發現工作心理所有權會促使員工標記、捍衛和拓展工作領域。捍衛領域會窒礙信息交換、拓展領域對信息交換則有正面影響，而標記領域與信息交換無關。信息交換與工作績效有正向關係。當員工加強對工作領域的防衛，信息交流便會減少，窒礙其工作表現，這影響對保守型的員工尤甚。當員工拓展其工作領域及加強信息交流，其工作績效便會提高，這對較進取員工的影響尤為明顯。以上的發現對研究和實踐有顯著影響。