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Article
Publication date: 12 September 2016

Sandor Lowik, Jeroen Kraaijenbrink and Aard Groen

The paper aims to understand how knowledge-intensive teams can develop and enhance their team absorptive capacity (ACAP) level, by exploring whether individual and organizational…

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Abstract

Purpose

The paper aims to understand how knowledge-intensive teams can develop and enhance their team absorptive capacity (ACAP) level, by exploring whether individual and organizational factors are complements or substitutes for team ACAP.

Design/methodology/approach

The study applies a configurational approach using fuzzy-set qualitative comparative analysis to identify combinations of individual and team factors that are associated with team ACAP. Data were gathered through a survey among 297 employees of four medium-sized Dutch firms, working in 48 functional teams.

Findings

The primary finding is that knowledge-intensive team ACAP depends on a triad of complementary factors: team members’ individual ACAP, factors that enable knowledge integration and factors that motivate knowledge integration. Underdevelopment of one or more factors leads to lower team ACAP.

Research limitations/implications

The study contributes to the discussion on the locus of knowledge-creation and enhances understandings of why knowledge-intensive teams differ in knowledge processing capabilities. It suggests future research on cross-functional teams in new ventures and large firms.

Practical implications

The paper informs managers and team leaders about the factors that determine knowledge-intensive teams’ ACAP, enabling them to develop team-specific strategies to increase their teams’ performance.

Originality/value

The study takes a holistic perspective on knowledge-intensive team ACAP by using a configurational approach. It also highlights the potential of team-level research in the knowledge management literature for both researchers and practitioners.

Article
Publication date: 31 July 2021

Daniel D. Prior, Lakshi Karunarathne Hitihami Mudiyanselage and Omar Khadeer Hussain

This study aims to assess the following question: “which information processing approach, formalization or centralization, responds to procurement complexity and how does this…

Abstract

Purpose

This study aims to assess the following question: “which information processing approach, formalization or centralization, responds to procurement complexity and how does this affect procurement performance in knowledge-intensive procurements?”

Design/methodology/approach

This study draws on a survey of 294 Project Managers with recent experience of knowledge-intensive procurement. It uses AMOS version 21 to perform confirmatory factor analysis and structural modeling to assess the hypotheses.

Findings

The findings suggest that procurement complexity directly encourages formalization and that formalization has significant, positive effects on procurement performance. Centralization, on the other hand, appears not to respond to procurement complexity and has negligible effects on procurement performance.

Research limitations/implications

Drawing on information processing theory, this study highlights the importance of two information management approaches in knowledge-intensive procurement, and that such procurement situations share similarities with new product development and other innovation-rich, team-based activities. Knowledge-intensive procurement situations, therefore, require different information management practices than other types of procurement.

Practical implications

The findings suggest that procurement complexity directly encourages formalization and that formalization has significant, positive effects on procurement performance. Centralization, on the other hand, appears not to respond to procurement complexity and has negligible effects on procurement performance.

Originality/value

The study is the first to examine information management approaches (formalization and centralization) in knowledge-intensive procurement as responses to project complexity, and as contributors to procurement performance.

Details

Journal of Business & Industrial Marketing, vol. 37 no. 2
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 29 April 2022

Jianyu Zhao, Jiang Wei, Lean Yu and Xi Xi

The purpose of this paper is to provide new insights for managing knowledge reuse in terms of the duality of innovator personality. Continuously developing new products is crucial…

Abstract

Purpose

The purpose of this paper is to provide new insights for managing knowledge reuse in terms of the duality of innovator personality. Continuously developing new products is crucial for firms to maintain and enhance their competitive advantages. However, the limited and highly specialized knowledge can cause innovators of firms to face difficulties in the process of new product development (NPD). In this setting, knowledge reuse becomes a solution that may benefit innovators to overcome the innovation dilemma. Given the fact that innovators with different personality are likely to form incongruent cognitions and affection on knowledge reuse, thus subsequently affecting the performance of NPD, there is an urgent need to investigate the effects of innovator personality in the entire process of knowledge reuse.

Design/methodology/approach

This paper exploits five-factor model (FFM) of personality to comprehensively investigate the dual effects of innovator personality in managing knowledge reuse based on the two distinct sets of knowledge reuse initiation and implementation.

Findings

By using the data from 981 innovators of knowledge-intensive firms in China, this study finds that the FFM traits of conscientiousness and agreeableness had opposing effects on initiation and implementation of knowledge reuse. While the FFM traits of emotional stability and openness to experience both positively affect the knowledge reuse initiation and implementation. Moreover, the FFM traits of extraversion benefit the shaping of knowledge reuse initiation whereas encumbering the implementation of knowledge reuse.

Originality/value

First, this study reveals the different roles of cognitive and affective traits of personality in shaping knowledge reuse. Second, this study exposes the role of innovator personality in determining the performance effects of knowledge reuse implementation. Third, this study highlights the dual effects of innovator personality in managing knowledge reuse. This study offers evidence for arranging the innovators with appropriate FFM traits in various stages of knowledge reuse.

Details

Journal of Knowledge Management, vol. 27 no. 3
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 27 February 2018

Jatinder Kumar Jha and Biju Varkkey

Knowledge is considered as a strategic asset for the organizations, especially for knowledge-intensive firms. Research and development (R&D) is a significant unit in…

3019

Abstract

Purpose

Knowledge is considered as a strategic asset for the organizations, especially for knowledge-intensive firms. Research and development (R&D) is a significant unit in organizations, as it is devoted to knowledge creation and transfer. The success of any R&D project in an organization depends on its innovative value and the transfer of knowledge to the employees. This study aims to focus on factors triggering knowledge-hiding behavior among R&D employees, thus disrupting the knowledge creation in the organization.

Design/methodology/approach

The grounded theory approach has been used to analyze qualitative data collected from 19 in-depth interviews of R&D professionals (middle and junior level) working in Indian pharmaceutical firms.

Findings

The study identified factors that triggered knowledge-hiding behavior among employees. These factors include distrust, competitive work environment, perceived career insecurity, lack of recognition, lack of reciprocation and lack of confidence in own knowledge. In addition, four hiding strategies used by employees to hide their knowledge from their fellow members were explored and identified: playing innocent, being misleader/evasive hiding, rationalized hiding and counter-questioning.

Research limitations/implications

Besides improving the understanding of knowledge-hiding behavior, particularly in the Indian context, this study has implications for both managerial practices and organizational policies.

Originality/value

This paper highlights the factors influencing knowledge-hiding behavior among R&D employees. Knowledge-hiding construct has not been adequately studied; however, it prevails in the organization and has potential to influence various individual- and organizational-level outcomes. In addition, ways of hiding knowledge used by employees were identified and new forms of strategies named “counter-questioning” were found.

Details

Journal of Knowledge Management, vol. 22 no. 4
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 9 October 2017

Huang Huan, Ma Yongyuan, Zhang Sheng and Dou Qinchao

The aim of this study is to provide some important insights for knowledge stickiness from the perspective of the characteristic of knowledge and the people engaged in the…

1383

Abstract

Purpose

The aim of this study is to provide some important insights for knowledge stickiness from the perspective of the characteristic of knowledge and the people engaged in the knowledge transfer. It proposes an empirical model about factors that influence knowledge stickiness.

Design/methodology/approach

Based on knowledge-based view (KBV), this paper systematically elaborated the research model, and then conducted a survey to test the hypotheses. Data were collected by face-to-face interviews in R&D team of knowledge-intensive firms in China. The empirical results generally support the proposed hypotheses.

Findings

The paper provides empirical insights about how the knowledge transfer willingness, transfer ability, knowledge residence, knowledge articulability and absorption ability affect the knowledge stickiness in the process of knowledge transfer in R&D team.

Research limitations/implications

This paper provides guidelines about how firms should optimally respond to knowledge stickiness in knowledge transfer process practically.

Practical implications

The proposed framework helps to understand what factors impact knowledge stickiness in R&D teams. Furthermore, the research also provides guidelines about how firms should optimally respond to knowledge stickiness in knowledge transfer process practically from both aspects of characteristics of knowledge itself and people involved in knowledge transfer.

Originality/value

This study, grounded on KBV, constructs a countermeasure model of weakening knowledge stickiness, which contributes to an understanding of factors leading to the success or failure of knowledge transfer. It eventually theoretically extends the KBV of the firm and commits to improve the efficiency and effectiveness of knowledge transfer practically.

Details

Journal of Knowledge Management, vol. 21 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 13 March 2007

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.

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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.

Details

Team Performance Management: An International Journal, vol. 13 no. 1/2
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 17 March 2022

Ngoc Lan Nguyen, Anh Thi Thuc Phan and Nga Thanh Doan

This study aims to examine the effects of three-perspective motivations including task interdependence, normative conformity, affective bonding on team knowledge sharing (KS) and…

Abstract

Purpose

This study aims to examine the effects of three-perspective motivations including task interdependence, normative conformity, affective bonding on team knowledge sharing (KS) and the moderating effects of project stage on the proposed model paths.

Design/methodology/approach

The quantitative method was applied through surveying senior auditors representing 263 audit teams in Vietnam.

Findings

Findings show that task interdependence has salient effect on team KS. Normative conformity and affective bonding become more important when projects move to later stages where knowledge shared is more tacit and the team involves more social interactions.

Research limitations/implications

This study puts forth the limitations related to the study scope of financial statement auditing teams that may influence the generalization.

Practical implications

This study recommends auditing managers to be aware of diverse motivations for team KS and their increasingly important role in specific project stages.

Originality/value

The novelty of the research is to integrate three knowledge-sharing motivations based on economics, social and psychological perspectives and to affirm the dynamic nature of KS within team projects.

Details

Team Performance Management: An International Journal, vol. 28 no. 3/4
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 21 October 2021

Benjamin P. Dean

Ambidexterity in teams represents powerful dynamic capabilities for innovation and adaptation in rapidly changing environments. This study focused on the emerging concept of team

Abstract

Purpose

Ambidexterity in teams represents powerful dynamic capabilities for innovation and adaptation in rapidly changing environments. This study focused on the emerging concept of team ambidexterity. Primary purposes were to consolidate emerging research on ambidexterity within teams and to synthesise antecedent inputs.

Design/methodology/approach

This study applied a systematic content-based review method to collect articles relevant to enabling ambidexterity within teams. The study integrated relevant studies on ambidexterity and on teams and teamwork. It analysed content through theoretical frameworks of ambidexterity and dynamic capabilities.

Findings

Team ambidexterity constitutes a distinct and increasingly important organisational concept beyond just supporting firm-level ambidexterity. Team ambidexterity depends on inputs that can include ambidexterity's multilevel, generic mechanisms and additional team-centric inputs specially characterising teams.

Practical implications

Organisational leaders need insights into the valuable potential of ambidextrous teams that can increase innovation and enable successful adaptation at an operational level for longterm survival and competitive advantage in volatile environments. The study highlights the essential inputs for designing and equipping ambidextrous teams.

Originality/value

Team ambidexterity research is growing, but so far it has mostly addressed team ambidexterity as a microfoundation supporting firm-level ambidexterity. Existing studies have remained mostly disparate and unorganized. This study appears unique in having identified and synthesised studies most relevant to developing ambidexterity within teams. The study articulated a more comprehensive understanding of team ambidexterity, derived a novel set of team-centric inputs and analysed ambidexterity as dynamic capabilities at operational unit level.

Details

International Journal of Productivity and Performance Management, vol. 71 no. 6
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 22 October 2010

Chaoying Tang

The purpose of this paper is to analyse the influence approach between team leadership and research and develop (R&D) team creativity in one joint‐venture firm of Chinese hi‐tech…

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Abstract

Purpose

The purpose of this paper is to analyse the influence approach between team leadership and research and develop (R&D) team creativity in one joint‐venture firm of Chinese hi‐tech industries.

Design/methodology/approach

Data were collected from 14 R&D teams in one leading electronic joint‐venture firm in China based on questionnaires. Data were analyzed using hierarchical regression analysis to test the mediate effect of knowledge sharing on the relationship between leader's empowerment behavior and team creativity.

Findings

The results reveal that, after the effects of leader's empowerment behavior had been controlled, tacit knowledge sharing contributed significantly to the explained variance of team creativity, while the explicate knowledge sharing was not significantly affect the creativity. Thus, tacit knowledge sharing partially mediated the relationship between leader's empowerment behavior and team creativity. The limitations of this study include it just selects the self‐report questionnaire to do the data collection, and the samples just come from one company in China.

Practical implications

This empirical study implicates that it is necessary for R&D team leader to manage team communication, such as management the team communication channel and work place, as team communication is the pre‐requirement of the team divergent thinking. Second, team leaders can use the empowerment behaviors to encourage team members do tacit knowledge sharing. This might be a challenge of Chinese R&D team leaders in the hi‐tech industries. It means instead of maintaining personal authority which is the traditional leadership behavior in China, R&D team leader should learn to do more empowering behavior to improve the team creativity.

Originality/value

This paper points out team communication is the important approach between team leader's empowering behavior and the team creativity under the merging contexts. Furthermore, it empirical finds that the tacit knowledge share rather than the explicit knowledge sharing has such mediation effect.

Details

Journal of Science and Technology Policy in China, vol. 1 no. 3
Type: Research Article
ISSN: 1758-552X

Keywords

Article
Publication date: 25 May 2022

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.

Details

Journal of Knowledge Management, vol. 27 no. 3
Type: Research Article
ISSN: 1367-3270

Keywords

1 – 10 of over 5000