Strategic optimization of organizaional learning ba and tacit knowledge sharing behavior in knowledge intensive organizations

In a knowledge-based economy, providing a context for organizational learning and tacit knowledge sharing becomes a core element of innovation and sustainability. Many researchers agree that today's global marketplace is fueled by knowledge. Routinely, some form of knowledge is utilized to create products and provide services in most firms. However, knowledge is the primary asset, or tool of production, for firms classified as knowledge intensive organizations. Unlike, industrial-based firms, where the value of physical assets are greater than the total cost of its labor, the market value of knowledge intensive organizations generally exceeds the cost of it physical assets. The delta of which contributed to the collective knowledge of human capital within the firm.;In spite of the growing recognition regarding the value of knowledge and the need to optimize knowledge management processes, leadership studies have yet to identify strategies that enable a context for organizational learning and tacit knowledge sharing behavior associated with innovation and creativity. The primary focus of the present research explored emerging leadership strategies designed to optimize the organizational learning ba and tacit knowledge sharing within knowledge intensive organizations. A quantitative method was used to examine two research models. Model A examined the potential relationship between tacit knowledge sharing strategy and organizational learning ba and the indirect influence of shared leadership as a moderator. Model B examined the potential relationship between organizational learning ba and tacit knowledge sharing behavior and the indirect influence of trust in co-workers.