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The purpose of this study is to examine tacit knowledge sharing within information systems development (ISD) projects by exploring the combination of social interdependence theory and regulatory focus theory (RFT).

A survey was conducted on 198 ISD professionals to investigate the effect of social interdependence on tacit knowledge sharing. The survey data were analyzed using partial least squares structural equation modeling (PLS-SEM), and the results were discussed.

This study reveals that team members tend to share tacit knowledge in a way characterized by cooperative interdependence, and different patterns of social interdependence have an impact on tacit knowledge sharing. The RFT explains the disparities in attitude toward tacit knowledge sharing. Specifically, individuals with a prevention-focused orientation positively moderate the impact of competitive interdependence on tacit knowledge sharing, while those with a promotion-focused orientation have a negative moderating effect on the effect of competitive interdependence on tacit knowledge sharing. Moreover, promotion-focused individuals negatively moderate the effect of cooperative interdependence on tacit knowledge sharing.

The study identifies important aspects of social interdependence in ISD projects that affect the management of tacit knowledge. Furthermore, the study shows that the influence of cooperative and competitive interdependence on tacit knowledge sharing is moderated by the regulatory focus of an individual, providing new insights into ISD knowledge management.

An enterprise system (ES) implementation proceeds as a multi-team system (MTS), with multiple project teams spanning time and business functions to meet organization-wide goals. Thus, the focus shifts from the output of a single project team to the outcomes of all ES project teams as part of the larger MTS. This study extends concepts of shared mental models (SMMs) in aspects of goals and plans in both MTS level and project team level and further examines SMMs' interactive impact on the MTS-based project performance.

This study tests the model with survey data from 140 MTS-based ES implementations in China. Partial Least Squares Structural Equation Modeling (PLS SEM) served to test the hypothesized relationships.

SMMs of project team-level goals and plans contribute to the cooperation and coordination in the ES implementation and thereby improve final implementation efficiency either directly or in combination. However, SMMs of MTS-level goal and plans contribute integration only when considered with achievements at the project level.

Prior literature suggests a critical role of integration among ES project teams but finds challenges in achieving such integration. By leveraging shared mental model theory, the authors' results show that both common goal and plan understandings in the integration team critically influence integration in ES implementation and, thus, the final ES implementation efficiency, though not in a strictly linear relationship.

Prior studies examine the relationship between knowledge management (KM) enablers and KM effectiveness. However, the critical role of business process outcome is neglected. The purpose of this paper is to understand the mediating effect of business process outcomes. Based on knowledge-based view (KBV), two KM enabler variables, KM infrastructure (KMI) and KM capabilities (KMC), and one KM effectiveness variable, market relationships, are included.

A survey was conducted. The sampling frame was obtained from the database of the Bureau of National Health Insurance and Financial Supervisory Commission in Taiwan. After unusable questionnaires excluded, the usable respondents were 256 which are from 63 hospitals and 93 financial firms. Structural equation modeling was used to analyze the relationships among KMI, KMC, business process outcome, and market relationships.

The findings indicated that both KMI and KMC have positive influences on market relationships through business process outcome. The authors also demonstrate how KMI and KMC improve market relationships through business process outcome to deliver the value of KM.

Based on KBV, KMI and KMC are as KM enablers to facilitate KM activities. In the light of professional service industries (i.e. hospitals and financial firms), the study highlights the mediating effect of business process outcomes between KM enablers and KM effectiveness. It furthers the understanding of how KM enablers can improve KM effectiveness.