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1 – 10 of over 37000Building on network theory, this study aims to examine how network resources and network knowledge utilization influence mobility within networks of knowledge workers…
Abstract
Purpose
Building on network theory, this study aims to examine how network resources and network knowledge utilization influence mobility within networks of knowledge workers. Specifically, it examines how the availability of resources in a network and knowledge utilization, in a period impacts the structure of the focal network in the following period.
Design/methodology/approach
The study uses data from the National Basketball Association to depict the mobility of knowledge workers in a network. Because of the nature of the dependent variable, the study used a conditional fixed-effects quasi-maximum-likelihood Poisson regression as an analytical methodology.
Findings
The study finds that network resources are partially significant in predicting knowledge workers’ mobility and that knowledge utilization of networks of knowledge workers in one period negatively affects networks’ structure in the following period.
Originality/value
The study advances our understanding of the knowledge workers’ mobility phenomenon by examining network-level factors that influence the mobility of knowledge workers. It addresses the issue from a different theoretical perspective that is rarely used in studies of knowledge workers, which mostly draw from the traditional human resource literature. Additionally, it contributes to the emerging literature of network dynamics by studying factors that affect network changes. The study also responds to the calls that advocate using sports data to examine organizational phenomena.
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Chieh-Peng Lin and Tse-Yao Huang
Although the literature has somewhat discussed social capital and knowledge sharing, the mediating and moderating mechanisms that influence team workers to move from connecting…
Abstract
Purpose
Although the literature has somewhat discussed social capital and knowledge sharing, the mediating and moderating mechanisms that influence team workers to move from connecting with one another to building social capital and consequently engaging in knowledge sharing still remain largely understudied. For that reason, this study aims to develop a holistic research framework that links social capital to knowledge sharing with positive affective tone as a mediator and hypercompetition as a moderator.
Design/methodology/approach
Drawing upon the social capital theory and the affective events theory (AET), this study proposes a research framework to assess how social capital factors influence knowledge sharing with the mediation of positive affective tone and the moderation of hypercompetition in high-tech teams. This study obtains survey data based on 330 questionnaires of working professionals from 66 high-tech teams in Taiwan, in which each team comprises four members and their team leader.
Findings
The empirical results of this study show that social interaction, shared vision and trust are positively related to knowledge sharing via the mediation of positive affective tone. Moreover, hypercompetition has positive moderating effects on the relationships between social interaction and positive affective tone as well as between trust and positive affective tone.
Originality/value
This study expands the previous literature to study through what mediating mechanism the effects of different social capital factors on knowledge sharing can be effectively realized and whether there exists any critical moderator that influences these effects.
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Petra M. Bosch‐Sijtsema, Virpi Ruohomäki and Matti Vartiainen
Knowledge work (KW) is a well‐researched topic. However, KW is difficult to measure and little consensus has been reached on elements that affect knowledge work productivity on a…
Abstract
Purpose
Knowledge work (KW) is a well‐researched topic. However, KW is difficult to measure and little consensus has been reached on elements that affect knowledge work productivity on a team level. The current theories neglect teams working in distributed geographical areas. The purpose of the paper is to integrate recent literature on knowledge work productivity (KWP) in distributed teams and give an overview of the elements affecting it.
Design/methodology/approach
The paper presents an overview of research performed in the field of knowledge work productivity. The authors integrate theories of different fields of management theory (knowledge management, intellectual capital and learning), and work and organizational psychology. This paper answers three questions: What is knowledge work? What is knowledge work productivity? Which elements hinder or enable knowledge work productivity in distributed teams of global technology companies?
Findings
The authors define the crucial elements that either hinder or enable KWP: team tasks, team structure and processes, the physical, virtual and social workspaces as well as organizational context. The paper presents an integrative model of KWP in distributed teams of global technology companies.
Practical implications
Distributed teams are common in global companies. By understanding the elements that affect KWP, companies can stimulate or decrease specific elements in order to improve productivity of their distributed knowledge workers.
Originality/value
This paper integrates theories from different disciplines in order to create an understanding about knowledge work and its productivity for further research.
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To propose and evaluate a novel management structure that encourages knowledge sharing across an organization.
Abstract
Purpose
To propose and evaluate a novel management structure that encourages knowledge sharing across an organization.
Design/methodology/approach
The extant literature on the impact of organizational culture and its link to management structure is examined and used to develop a new knowledge sharing management structure. Roadblocks to implementing a new management structure and methods for overcoming these impediments are discussed. The efficacy of the proposed management structure is evaluated empirically by examining its effect on organizations that have implemented portions of the proposed structure.
Findings
The foundational ideas behind the proposed knowledge management organizational structure and the structure itself have been implemented in parts at various organizations located both in the USA and internationally. While the full management structure model has not been evaluated, the portions implemented in various organizations have enabled these organizations to assume leading roles in their respective industries.
Research limitations/implications
The proposed knowledge sharing management structure has not been fully implemented under controlled circumstances. The empirical evaluation is performed on portions of the proposed model, thus the full impact of the proposed management structure may well exceed the described benefits and additional structural‐shift roadblocks may limit the realization of the proposed benefits.
Practical implications
The proposed knowledge sharing management structure gives managers a practical way to approach cross organizational knowledge sharing, which is frequently identified as a theoretical benefit of knowledge management. Means for diminishing or circumventing recognized impediments to organizational change are described to further facilitate the implementation of the proposed cross‐organizational knowledge sharing structure.
Originality/value
The proposed knowledge sharing management structure is organized around knowledge‐based teams of knowledge workers, but further extends this concept to include larger knowledge groups to transform an organization into a knowledge‐based organization. If an organization's functional structure can be successfully transformed, then this enables the maximization of competitive advantage realized through knowledge management initiatives, more specifically through knowledge sharing. Upper level management, who are responsible for organizational change are the primary audience, though the principals described may be implemented through a more grass roots approach by lower level management.
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Sarra Berraies and Abdelhak Chouiref
Based on the Job Demands-Resources (JD-R) model, this paper aims to investigate the impact of team climate (TC) supporting trust, cohesion and innovativeness on knowledge…
Abstract
Purpose
Based on the Job Demands-Resources (JD-R) model, this paper aims to investigate the impact of team climate (TC) supporting trust, cohesion and innovativeness on knowledge management (KM) in teams through the mediating role of teamwork engagement (TWEG).
Design/methodology/approach
Data were collected from 246 employees working in Tunisian knowledge-intensive firms (KIFs) and involved in 69 service R&D teams. The authors applied the partial least squares-structural equation modeling approach for data analysis using SMART PLS 3.2 software.
Findings
Findings provide evidence that TWEG mediates the link between TC characterized by trust, cohesion and innovativeness and KM in teams. In the line of the JD-R model, results also show that such TC provides job resources to team members that act as vitamins nurturing TWEG, which in turn boosts KM in teams.
Originality/value
To shed light on the micro-level foundations of KM, this paper enriches the KM literature through pioneering the examination of the effect of TC on KM in teams. It proposes an extension of the JD-R model through highlighting the TWEG’s mediating role in the motivational pathway leading teams to invest in KM activities under a supportive TC. It provides key insights into the importance for managers to implement team-oriented policies toward cultivating trust, innovativeness and cohesion within teams to create more dedicated, vigorous and absorbed teams in which intrinsically motivated knowledge workers are likely to collectively engage in KM activities.
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Hettie S. Courtney, Ernelyn Navarro and Carrie A. O'Hare
This paper aims to explain the dynamics of the five dimensional Dynamic Organic Transformational (D.O.T.) Team Model for knowledge‐workers to use in achieving high performance.
Abstract
Purpose
This paper aims to explain the dynamics of the five dimensional Dynamic Organic Transformational (D.O.T.) Team Model for knowledge‐workers to use in achieving high performance.
Design/methodology/approach
The D.O.T. Team Model is a dynamic team model developed to integrate and expand key concepts from open systems – contingency and dynamic congruence, transformational leadership, and learning organizations. The five dimensions of the D.O.T. Team Model consist of purpose, people, partnerships, process, and performance. The D.O.T. Team Model is most applicable where subjective measures are used for high performing teams. This model transcends the existing team performance theory and provides a basis for future researchers to build onto the continuing evolutionary changes in team performance.
Findings
The D.O.T. Team Model is a comprehensive and holistic approach for knowledge‐workers to achieve high performance. This model is grounded in theory and by applying the five dimensions (purpose, people, partnerships, process, and performance) this model enables optimum fit with a high‐performance team's organization and environments – allowing knowledge‐worker members to effectively respond to dynamic changes and enhance its team and organizational performance.
Practical implications
The article is particularly relevant to practicing knowledge‐worker leaders and team members that operate in a dynamic environment requiring a high‐performance team that can rapidly adapt and respond to change. The D.O.T. Team Model creates an understanding of the organizational and environmental dynamics necessary to achieve a high‐performance team capable of operating in this dynamic environment.
Originality/value
Practitioners will find the information in the article extremely useful in helping to understand how the D.O.T. Team Model can assist them in creating the proper fit with a high‐performance team's organization and environment. The significance of the D.O.T. Team Model was demonstrated by two highly‐recognized teams from both the public and private sectors whose performance philosophy mirrors the dimensions of the D.O.T. Team Model.
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To move beyond the literature definitions of knowledge work to provide insight into knowledge workers' identity within the organization.
Abstract
Purpose
To move beyond the literature definitions of knowledge work to provide insight into knowledge workers' identity within the organization.
Design/methodology/approach
For knowledge workers, the need to identify themselves as part of a collective within their work environment is important due to the fact that they function in an organizational environment where they do not have the benefit of a traditional, formal bureaucratic structure. By using a combination of network analysis and semantic network analysis, it was possible to gain a clearer understanding of who knowledge workers are and how their interaction creates a sense of identity among these workers, even in a flexible organizational environment.
Findings
Knowledge workers see themselves somewhat differently from what the literature predicts. They do engage in interaction to fulfill task needs as well as social needs, are well connected beyond their focal workgroup, and their interaction leads to a shared meaning and identity across this otherwise rather disparate and autonomous group of workers.
Research limitations/implications
One of the limitations of this research is that communication events did not take into account the quality of the interaction. Future studies should include this aspect.
Originality/value
Perhaps by redefining what one feels is known about the elements of knowledge work and the organizational environment in which they work, and by pairing that knowledge with the communication network of these individuals, one can continue to explore both the essential essence and complexity of this new worker so that management of this worker can be optimized.
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The purpose of this paper is to, first, investigate the cultural attributes of organizations that may have an effect on knowledge‐related activities. Second, to build a case based…
Abstract
Purpose
The purpose of this paper is to, first, investigate the cultural attributes of organizations that may have an effect on knowledge‐related activities. Second, to build a case based on the literatures of knowledge management and learning which suggests that the phenomenon of cooperative learning may serve as an indicator of the existence of knowledge‐related activities such as knowledge creation and knowledge exchange. Finally, the paper seeks a better understanding of the linkages between these attributes and individual characteristics related to the development and transfer of knowledge throughout the enterprise, and ultimately, the organization's work products.
Design/methodology/approach
The approach of this study consists of two phases: first, development of a conceptual model based on the literature. Second, the hypothesized research model is presented and empirically tested by utilizing multiple regression analysis and simple regression analysis to investigate the climate of organizations, in order to understand the linkage between a set of organizational and individual characteristics and knowledge‐related activities found in cooperative learning groups and the resulting work outcomes. Data were collected from teams of information systems (IS) knowledge workers based at the information technology centers located in Jordanian universities. In total, 152 IS professionals from 15 system development teams across 12 universities participated in this study.
Findings
The survey instrument was shown to be both reliable and valid. Pertinent statistical analyses were then performed. The overall results from the empirical assessment were positive, thus reflecting the appropriateness of the proposed research model and hypotheses.
Practical implications
The findings of this study have implications for both academicians and managers who are interested in better understanding the nature of knowledge creation and knowledge exchange, as well as better understanding how one might prescriptively facilitate increased levels of knowledge creation and dissemination, organizational learning, and employee performance and satisfaction.
Originality/value
This study is probably one of the first to hypothesize a research model that integrates organizational climate, knowledge processes, cooperative learning and knowledge outcomes, then empirically investigate the relationships between these constructs.
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Weixiao Guo, Chenjing Gan and Duanxu Wang
The purpose of this paper is to investigate how the mobility of team members affects team creativity in knowledge-worker teams and the mediating role of team transactive memory…
Abstract
Purpose
The purpose of this paper is to investigate how the mobility of team members affects team creativity in knowledge-worker teams and the mediating role of team transactive memory system (TMS) and team creative efficacy.
Design/methodology/approach
Multiple surveys were conducted on team leaders and members in knowledge-worker teams in China. A total of 94 teams were analyzed by adopting the confirmatory factor analyses, hierarchical regression analysis and bootstrap analysis method.
Findings
The results show that frequent team member mobility is negatively related to a knowledge-worker team's creativity, and the relationship is mediated by team TMS and creative efficacy.
Originality/value
This study contributes to a deeper understanding of how the mobility of team members affects team creativity in knowledge-worker teams by exploring the underlying mechanisms from the perspective of team cognition. Specifically, team TMS and creative efficacy mediate the relationship between team member mobility and team creativity.
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The paper aims to serve as a reminder of the fact that creating a strong atmosphere of trust and longevity in employee relations is ultimately the most robust route to maintaining…
Abstract
Purpose
The paper aims to serve as a reminder of the fact that creating a strong atmosphere of trust and longevity in employee relations is ultimately the most robust route to maintaining a sustainable competitive edge.
Design/methodology/approach
In addition to a literature review, empirical evidence is drawn from qualitative interview data. The research setting covers five distinct business organizations representing technology industries and knowledge‐intensive business services.
Findings
The paper indicates that even in knowledge‐intensive firms a good team spirit and skilful management remain more important than the use of the latest technology. Furthermore, it is maintained that the role of information technology in supporting the decision‐making process in knowledge work is often very much overemphasized. However, modern information technology continues the long trend of the automation and mechanization of work and, if used properly, it can indirectly contribute to creating more space for interpersonal interaction by eliminating routine work.
Originality/value
The paper encourages practical managers to focus more on people than on technology.
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