Tacit knowledge transfer in strategic alliances: the roles of theory of mind and interpersonal trust

Purpose Tacit knowledge, unlike explicit knowledge, is acquired through experiences, trust-based interactions and active learning, making it inherently complex and difficult to transfer. This study aims to examine how the transfer of tacit knowledge in interfirm alliances is influenced by theory of mind and interpersonal trust among key alliance personnel. Design/methodology/approach The study analyzes data from 121 interfirm alliances to assess the role of theory of mind and interpersonal trust in facilitating tacit knowledge transfer between partners. Findings Both theory of mind and interpersonal trust significantly enhance tacit knowledge transfer. The importance of interpersonal trust for tacit knowledge transfer increases over time, while theory of mind appears to be particularly relevant in younger alliances. Originality/value This study addresses a critical gap in the knowledge transfer literature by highlighting how key personnel’s cognitive and relational characteristics shape the transfer of tacit knowledge in interfirm alliances.