The Mediation Role of Engineers’ Performance Factors in the Influence of Social Capital on the Desire to Share Tacit Knowledge

Abstract

Organizations that wish to remain competitive in the knowledge age must be willing to make significant efforts to acquire, communicate, exchange, and sustain knowledge. Specifically, tacit knowledge significantly influences an engineering firm’s core performance and is one of the growth characteristics. However, relatively few studies have been conducted to examine the processes that mediate this link. The goal of this study is to investigate engineers’ performance factors as a strategy for moderating the effect of social capital and the desire in sharing tacit knowledge. A survey of engineering managers was chosen, and responses were received and analyzed using SPSS and AMOS 24. The findings reveal that an improvement in engineers’ performance is likely to increase knowledge sharing in the company. Simultaneously, to facilitate knowledge sharing, engineering managers should encourage engineers to participate in social and other events. This paper is unique in examining how social capital effectively addresses the need to share tacit knowledge by presenting an insightful viewpoint on engineering performance.