From knowledge to success: understanding the crucial role of governance, tacit knowledge sharing, and team leadership in project outcomes

Abstract This study investigates the relationship between knowledge governance and project success, focusing on the underlying mechanism of tacit knowledge sharing and effective team leadership as a buffering mechanism. A time-lagged survey was conducted in the Chinese IT sector, gathering data from...
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Autor*in:	Shi, Wenquan [verfasserIn] Xie, Yongcong

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2023

Schlagwörter:	Knowledge governance Project success Tacit knowledge sharing Effective team leadership

Anmerkung:	© The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2023. Springer Nature or its licensor (e.g. a society or other partner) holds exclusive rights to this article under a publishing agreement with the author(s) or other rightsholder(s); author self-archiving of the accepted manuscript version of this article is solely governed by the terms of such publishing agreement and applicable law.

Übergeordnetes Werk:	Enthalten in: Current psychology - Springer US, 1988, 43(2023), 9 vom: 27. Juli, Seite 8219-8229
Übergeordnetes Werk:	volume:43 ; year:2023 ; number:9 ; day:27 ; month:07 ; pages:8219-8229

Links:	Volltext

DOI / URN:	10.1007/s12144-023-04994-3

Katalog-ID:	SPR05530821X

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allfields	10.1007/s12144-023-04994-3 doi (DE-627)SPR05530821X (SPR)s12144-023-04994-3-e DE-627 ger DE-627 rakwb eng 150 VZ Shi, Wenquan verfasserin aut From knowledge to success: understanding the crucial role of governance, tacit knowledge sharing, and team leadership in project outcomes 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2023. Springer Nature or its licensor (e.g. a society or other partner) holds exclusive rights to this article under a publishing agreement with the author(s) or other rightsholder(s); author self-archiving of the accepted manuscript version of this article is solely governed by the terms of such publishing agreement and applicable law. Abstract This study investigates the relationship between knowledge governance and project success, focusing on the underlying mechanism of tacit knowledge sharing and effective team leadership as a buffering mechanism. A time-lagged survey was conducted in the Chinese IT sector, gathering data from 367 employees. The collected data were then analyzed using the Hayes PROCESS macro. The results demonstrate a positive link between knowledge governance and project success. Additionally, the data support the notion that tacit knowledge sharing mediates knowledge governance and project success. Moreover, effective team leadership is found to moderate the direct path between knowledge governance and tacit knowledge sharing, ultimately influencing project success. The study highlights the importance of implementing robust knowledge governance practices, promoting tacit knowledge sharing, and nurturing skilled team leadership for organizations aiming to enhance project success. These findings provide valuable insights for organizations seeking to optimize project outcomes through effective knowledge management and team leadership strategies. Knowledge governance (dpeaa)DE-He213 Project success (dpeaa)DE-He213 Tacit knowledge sharing (dpeaa)DE-He213 Effective team leadership (dpeaa)DE-He213 Xie, Yongcong aut Enthalten in Current psychology Springer US, 1988 43(2023), 9 vom: 27. Juli, Seite 8219-8229 (DE-627)320612821 (DE-600)2021598-8 1936-4733 nnns volume:43 year:2023 number:9 day:27 month:07 pages:8219-8229 https://dx.doi.org/10.1007/s12144-023-04994-3 lizenzpflichtig Volltext SYSFLAG_0 GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 43 2023 9 27 07 8219-8229
spelling	10.1007/s12144-023-04994-3 doi (DE-627)SPR05530821X (SPR)s12144-023-04994-3-e DE-627 ger DE-627 rakwb eng 150 VZ Shi, Wenquan verfasserin aut From knowledge to success: understanding the crucial role of governance, tacit knowledge sharing, and team leadership in project outcomes 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2023. Springer Nature or its licensor (e.g. a society or other partner) holds exclusive rights to this article under a publishing agreement with the author(s) or other rightsholder(s); author self-archiving of the accepted manuscript version of this article is solely governed by the terms of such publishing agreement and applicable law. Abstract This study investigates the relationship between knowledge governance and project success, focusing on the underlying mechanism of tacit knowledge sharing and effective team leadership as a buffering mechanism. A time-lagged survey was conducted in the Chinese IT sector, gathering data from 367 employees. The collected data were then analyzed using the Hayes PROCESS macro. The results demonstrate a positive link between knowledge governance and project success. Additionally, the data support the notion that tacit knowledge sharing mediates knowledge governance and project success. Moreover, effective team leadership is found to moderate the direct path between knowledge governance and tacit knowledge sharing, ultimately influencing project success. The study highlights the importance of implementing robust knowledge governance practices, promoting tacit knowledge sharing, and nurturing skilled team leadership for organizations aiming to enhance project success. These findings provide valuable insights for organizations seeking to optimize project outcomes through effective knowledge management and team leadership strategies. Knowledge governance (dpeaa)DE-He213 Project success (dpeaa)DE-He213 Tacit knowledge sharing (dpeaa)DE-He213 Effective team leadership (dpeaa)DE-He213 Xie, Yongcong aut Enthalten in Current psychology Springer US, 1988 43(2023), 9 vom: 27. Juli, Seite 8219-8229 (DE-627)320612821 (DE-600)2021598-8 1936-4733 nnns volume:43 year:2023 number:9 day:27 month:07 pages:8219-8229 https://dx.doi.org/10.1007/s12144-023-04994-3 lizenzpflichtig Volltext SYSFLAG_0 GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 43 2023 9 27 07 8219-8229
allfields_unstemmed	10.1007/s12144-023-04994-3 doi (DE-627)SPR05530821X (SPR)s12144-023-04994-3-e DE-627 ger DE-627 rakwb eng 150 VZ Shi, Wenquan verfasserin aut From knowledge to success: understanding the crucial role of governance, tacit knowledge sharing, and team leadership in project outcomes 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2023. Springer Nature or its licensor (e.g. a society or other partner) holds exclusive rights to this article under a publishing agreement with the author(s) or other rightsholder(s); author self-archiving of the accepted manuscript version of this article is solely governed by the terms of such publishing agreement and applicable law. Abstract This study investigates the relationship between knowledge governance and project success, focusing on the underlying mechanism of tacit knowledge sharing and effective team leadership as a buffering mechanism. A time-lagged survey was conducted in the Chinese IT sector, gathering data from 367 employees. The collected data were then analyzed using the Hayes PROCESS macro. The results demonstrate a positive link between knowledge governance and project success. Additionally, the data support the notion that tacit knowledge sharing mediates knowledge governance and project success. Moreover, effective team leadership is found to moderate the direct path between knowledge governance and tacit knowledge sharing, ultimately influencing project success. The study highlights the importance of implementing robust knowledge governance practices, promoting tacit knowledge sharing, and nurturing skilled team leadership for organizations aiming to enhance project success. These findings provide valuable insights for organizations seeking to optimize project outcomes through effective knowledge management and team leadership strategies. Knowledge governance (dpeaa)DE-He213 Project success (dpeaa)DE-He213 Tacit knowledge sharing (dpeaa)DE-He213 Effective team leadership (dpeaa)DE-He213 Xie, Yongcong aut Enthalten in Current psychology Springer US, 1988 43(2023), 9 vom: 27. Juli, Seite 8219-8229 (DE-627)320612821 (DE-600)2021598-8 1936-4733 nnns volume:43 year:2023 number:9 day:27 month:07 pages:8219-8229 https://dx.doi.org/10.1007/s12144-023-04994-3 lizenzpflichtig Volltext SYSFLAG_0 GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 43 2023 9 27 07 8219-8229
allfieldsGer	10.1007/s12144-023-04994-3 doi (DE-627)SPR05530821X (SPR)s12144-023-04994-3-e DE-627 ger DE-627 rakwb eng 150 VZ Shi, Wenquan verfasserin aut From knowledge to success: understanding the crucial role of governance, tacit knowledge sharing, and team leadership in project outcomes 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2023. Springer Nature or its licensor (e.g. a society or other partner) holds exclusive rights to this article under a publishing agreement with the author(s) or other rightsholder(s); author self-archiving of the accepted manuscript version of this article is solely governed by the terms of such publishing agreement and applicable law. Abstract This study investigates the relationship between knowledge governance and project success, focusing on the underlying mechanism of tacit knowledge sharing and effective team leadership as a buffering mechanism. A time-lagged survey was conducted in the Chinese IT sector, gathering data from 367 employees. The collected data were then analyzed using the Hayes PROCESS macro. The results demonstrate a positive link between knowledge governance and project success. Additionally, the data support the notion that tacit knowledge sharing mediates knowledge governance and project success. Moreover, effective team leadership is found to moderate the direct path between knowledge governance and tacit knowledge sharing, ultimately influencing project success. The study highlights the importance of implementing robust knowledge governance practices, promoting tacit knowledge sharing, and nurturing skilled team leadership for organizations aiming to enhance project success. These findings provide valuable insights for organizations seeking to optimize project outcomes through effective knowledge management and team leadership strategies. Knowledge governance (dpeaa)DE-He213 Project success (dpeaa)DE-He213 Tacit knowledge sharing (dpeaa)DE-He213 Effective team leadership (dpeaa)DE-He213 Xie, Yongcong aut Enthalten in Current psychology Springer US, 1988 43(2023), 9 vom: 27. Juli, Seite 8219-8229 (DE-627)320612821 (DE-600)2021598-8 1936-4733 nnns volume:43 year:2023 number:9 day:27 month:07 pages:8219-8229 https://dx.doi.org/10.1007/s12144-023-04994-3 lizenzpflichtig Volltext SYSFLAG_0 GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 43 2023 9 27 07 8219-8229
allfieldsSound	10.1007/s12144-023-04994-3 doi (DE-627)SPR05530821X (SPR)s12144-023-04994-3-e DE-627 ger DE-627 rakwb eng 150 VZ Shi, Wenquan verfasserin aut From knowledge to success: understanding the crucial role of governance, tacit knowledge sharing, and team leadership in project outcomes 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2023. Springer Nature or its licensor (e.g. a society or other partner) holds exclusive rights to this article under a publishing agreement with the author(s) or other rightsholder(s); author self-archiving of the accepted manuscript version of this article is solely governed by the terms of such publishing agreement and applicable law. Abstract This study investigates the relationship between knowledge governance and project success, focusing on the underlying mechanism of tacit knowledge sharing and effective team leadership as a buffering mechanism. A time-lagged survey was conducted in the Chinese IT sector, gathering data from 367 employees. The collected data were then analyzed using the Hayes PROCESS macro. The results demonstrate a positive link between knowledge governance and project success. Additionally, the data support the notion that tacit knowledge sharing mediates knowledge governance and project success. Moreover, effective team leadership is found to moderate the direct path between knowledge governance and tacit knowledge sharing, ultimately influencing project success. The study highlights the importance of implementing robust knowledge governance practices, promoting tacit knowledge sharing, and nurturing skilled team leadership for organizations aiming to enhance project success. These findings provide valuable insights for organizations seeking to optimize project outcomes through effective knowledge management and team leadership strategies. Knowledge governance (dpeaa)DE-He213 Project success (dpeaa)DE-He213 Tacit knowledge sharing (dpeaa)DE-He213 Effective team leadership (dpeaa)DE-He213 Xie, Yongcong aut Enthalten in Current psychology Springer US, 1988 43(2023), 9 vom: 27. Juli, Seite 8219-8229 (DE-627)320612821 (DE-600)2021598-8 1936-4733 nnns volume:43 year:2023 number:9 day:27 month:07 pages:8219-8229 https://dx.doi.org/10.1007/s12144-023-04994-3 lizenzpflichtig Volltext SYSFLAG_0 GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 43 2023 9 27 07 8219-8229
language	English
source	Enthalten in Current psychology 43(2023), 9 vom: 27. Juli, Seite 8219-8229 volume:43 year:2023 number:9 day:27 month:07 pages:8219-8229
sourceStr	Enthalten in Current psychology 43(2023), 9 vom: 27. Juli, Seite 8219-8229 volume:43 year:2023 number:9 day:27 month:07 pages:8219-8229
format_phy_str_mv	Article
institution	findex.gbv.de
topic_facet	Knowledge governance Project success Tacit knowledge sharing Effective team leadership
dewey-raw	150
isfreeaccess_bool	false
container_title	Current psychology
authorswithroles_txt_mv	Shi, Wenquan @@aut@@ Xie, Yongcong @@aut@@
publishDateDaySort_date	2023-07-27T00:00:00Z
hierarchy_top_id	320612821
dewey-sort	3150
id	SPR05530821X
language_de	englisch
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author	Shi, Wenquan
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title_sort	from knowledge to success: understanding the crucial role of governance, tacit knowledge sharing, and team leadership in project outcomes
title_auth	From knowledge to success: understanding the crucial role of governance, tacit knowledge sharing, and team leadership in project outcomes
abstract	Abstract This study investigates the relationship between knowledge governance and project success, focusing on the underlying mechanism of tacit knowledge sharing and effective team leadership as a buffering mechanism. A time-lagged survey was conducted in the Chinese IT sector, gathering data from 367 employees. The collected data were then analyzed using the Hayes PROCESS macro. The results demonstrate a positive link between knowledge governance and project success. Additionally, the data support the notion that tacit knowledge sharing mediates knowledge governance and project success. Moreover, effective team leadership is found to moderate the direct path between knowledge governance and tacit knowledge sharing, ultimately influencing project success. The study highlights the importance of implementing robust knowledge governance practices, promoting tacit knowledge sharing, and nurturing skilled team leadership for organizations aiming to enhance project success. These findings provide valuable insights for organizations seeking to optimize project outcomes through effective knowledge management and team leadership strategies. © The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2023. Springer Nature or its licensor (e.g. a society or other partner) holds exclusive rights to this article under a publishing agreement with the author(s) or other rightsholder(s); author self-archiving of the accepted manuscript version of this article is solely governed by the terms of such publishing agreement and applicable law.
abstractGer	Abstract This study investigates the relationship between knowledge governance and project success, focusing on the underlying mechanism of tacit knowledge sharing and effective team leadership as a buffering mechanism. A time-lagged survey was conducted in the Chinese IT sector, gathering data from 367 employees. The collected data were then analyzed using the Hayes PROCESS macro. The results demonstrate a positive link between knowledge governance and project success. Additionally, the data support the notion that tacit knowledge sharing mediates knowledge governance and project success. Moreover, effective team leadership is found to moderate the direct path between knowledge governance and tacit knowledge sharing, ultimately influencing project success. The study highlights the importance of implementing robust knowledge governance practices, promoting tacit knowledge sharing, and nurturing skilled team leadership for organizations aiming to enhance project success. These findings provide valuable insights for organizations seeking to optimize project outcomes through effective knowledge management and team leadership strategies. © The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2023. Springer Nature or its licensor (e.g. a society or other partner) holds exclusive rights to this article under a publishing agreement with the author(s) or other rightsholder(s); author self-archiving of the accepted manuscript version of this article is solely governed by the terms of such publishing agreement and applicable law.
abstract_unstemmed	Abstract This study investigates the relationship between knowledge governance and project success, focusing on the underlying mechanism of tacit knowledge sharing and effective team leadership as a buffering mechanism. A time-lagged survey was conducted in the Chinese IT sector, gathering data from 367 employees. The collected data were then analyzed using the Hayes PROCESS macro. The results demonstrate a positive link between knowledge governance and project success. Additionally, the data support the notion that tacit knowledge sharing mediates knowledge governance and project success. Moreover, effective team leadership is found to moderate the direct path between knowledge governance and tacit knowledge sharing, ultimately influencing project success. The study highlights the importance of implementing robust knowledge governance practices, promoting tacit knowledge sharing, and nurturing skilled team leadership for organizations aiming to enhance project success. These findings provide valuable insights for organizations seeking to optimize project outcomes through effective knowledge management and team leadership strategies. © The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2023. Springer Nature or its licensor (e.g. a society or other partner) holds exclusive rights to this article under a publishing agreement with the author(s) or other rightsholder(s); author self-archiving of the accepted manuscript version of this article is solely governed by the terms of such publishing agreement and applicable law.
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title_short	From knowledge to success: understanding the crucial role of governance, tacit knowledge sharing, and team leadership in project outcomes
url	https://dx.doi.org/10.1007/s12144-023-04994-3
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author2	Xie, Yongcong
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doi_str	10.1007/s12144-023-04994-3
up_date	2024-07-03T14:46:27.561Z
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