The impact of tacit knowledge sharing on the success of construction companies operations Fredrick Ahenkora Boamah, Jianhua Zhang and Md. Helal Miah School of Management Engineering, Zhengzhou University, Zhengzhou, China Abstract Purpose – The effective and efficient implementation of daily work activities necessitates tacit knowledge sharing, boosting firm productivity. However, the link between tacit knowledge sharing within a company and its effects on organizational performance is unclear, so the purpose of this study is to examine the impact of sharing tacit knowledge on the success of a company. Design/methodology/approach – Construction managers and senior managers were the study’s target participants. The correlation matrix was used to assess the significant correlation between study frameworks and the statistical approach of multiple regression was also used to test the hypotheses using statistical package for social sciences (SPSS) v.26. Findings – The findings suggest that companies will be more willing and capable of making decisions based on experience when knowledge systems are used successfully. Furthermore, new organizational knowledge and particular evaluation procedures, such as anxiety and conflict resolution preparation, personal relationship and training improvement, mediation and task clarity, are explained, which can aid in success. Originality/value – The study contributes to construction companies’ perception of knowledge sharing and recommends organizations to build capacity to encourage, improve engagement and review to maintain the dissemination of knowledge. Keywords Tacit knowledge, Knowledge sharing, Organizational performance, Knowledge systems, Knowledge management, Construction management, Organizational management Paper type Research paper 1. Introduction Corporate management’s primary objective is to make the most convenient and productive use of its many elements, such as staff, assets, supplies, skills and energy, both in terms of productivity and performance. There are no exceptions to the goals of the Ghanaian and Chinese institutions, as they also aim to sustain high efficiency through creative methods and the diffusion of change. Argote (2013) argues that businesses constantly struggle to retain competitive dominance in today’s exponential technology development by delivering better goods and services. The above statement by the scholar can be argued that organizational management must rely on the awareness, viewpoints and skills of employees in their search to achieve their goals; therefore, the possibility of sustainability in this era is high if cooperate standards are maintained and followed. According to Obrenovic et al. (2015), knowledge sharing has a significant impact on team functionality, organizational cohesiveness and group cohesion and further stated that this is The Project is Supported by the National Social Science Fund of China (Grant No. 19BTQ035). Tacit knowledge sharing Received 30 August 2021 Revised 25 September 2021 Accepted 5 October 2021 Journal of Engineering, Design and Technology © Emerald Publishing Limited 1726-0531 DOI 10.1108/JEDT-08-2021-0444 The current issue and full text archive of this journal is available on Emerald Insight at: https://www.emerald.com/insight/1726-0531.htm