This study provides empirical evidence for the role of dependence and trust in knowledge sharing in information systems projects. As critical antecedents of dependence and trust among team members, four constructs are included in the study-environmental complexity, domain expertise, similarity of project value, and communication frequency. Partial least square analyses are conducted, using data collected from 135 project teams in two large IT firms. The results confirm that dependence and trust maintain a strong impact on knowledge sharing, leading to good team project performance. This study uses a cross-sectional survey as a research method. Longer term exploration seems necessary to further explore how trust and dependence are actually formed among team members. Findings indicate that team members share their knowledge when they trust their partners and when they feel dependent. Feelings of dependence and trust are influenced by the communication frequency, perceived similarity of the project's value, and the perceived expertise. Project managers need to pay attention to these variables in order to increase the level of knowledge sharing among team members especially in information systems development projects where primary tasks are critically knowledge-intensive.
All Science Journal Classification (ASJC) codes
- Business and International Management
- Management of Technology and Innovation