A Study On The Influence Mechanism Of Organizational Culture Of Core Enterprises On Tacit Knowledge Sharing In Construction Supply Chain

In the construction supply chain management which is still in the early development stage,the phenomenon of hidden and lost tacit knowledge is common,and the weak stability characteristic of the construction supply chain exacerbates the problem of insufficient sharing of tacit knowledge.The tacit knowledge is closely related to construction innovation,process improvement and quality improvement,and has a significant impact on the decision making,delay management and risk reduction in the construction stage.Insufficient sharing of tacit knowledge not only hinders the improvement of core competitiveness of core enterprises by affecting their learning ability,but also hinders the coordination and cooperation among node enterprises in the construction supply chain,which in turn has a negative impact on the sustainable development of the entire construction industry sector.Therefore,how to solve the problem of insufficient tacit knowledge sharing in the construction supply chain is of great significance,and how the core enterprises can stimulate the tacit knowledge sharing behavior of the supply chain member enterprises is worthy of in-depth research and discussion.Based on a comprehensive and in-depth literature research,this study draws on the relevant research results of organizational culture-knowledge sharing mechanism and psychological safety-knowledge sharing mechanism,uses social cognitive theory and ternary interaction model,and explores the specific influence mechanism of organizational culture of core enterprises of construction supply chain on tacit knowledge sharing of member enterprises and the role of team psychological safety between the two by establishing a structural equation model.The mediating role of team psychological safety between the two.This study collected 177 valid questionnaires by distributing questionnaires online,and used SPSS and AMOS statistical software for data processing and empirical testing to draw the following conclusions:(1)Clan-based culture and dynamic culture of core enterprises positively influence the tacit knowledge sharing behavior of member enterprises in joint teams.(2)The market-based and hierarchical cultures of core enterprises negatively influence the tacit knowledge sharing behaviors of member enterprises in joint teams.(3)The organizational culture of core enterprises influences the tacit knowledge sharing behavior of member firms by affecting the psychological safety of teams in joint teams.Finally,the innovations of this study are:(1)It breaks through the limitations of the existing contractual and relational governance mechanisms to address tacit knowledge sharing,and proposes the organizational culture influence mechanism of tacit knowledge sharing behavior in joint teams of construction supply chains.(2)While the previous studies on the relationship between organizational culture and tacit knowledge sharing are limited to the intra-organizational context,this study breaks through this limitation and investigates the influence mechanism of the organizational culture of core enterprises on the tacit knowledge sharing behavior of member enterprises in the cross-organizational context of construction supply chain.(3)Compared with the previous studies on the relationship between organizational culture and tacit knowledge sharing in the intra-organizational context,which emphasize trust as the mediator,this study confirms the mediation mechanism of team psychological safety,which has a stronger predictive effect on the study of cross-organizational tacit knowledge sharing in the construction supply chain.