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1 – 10 of over 5000Sandor 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…
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.
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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.
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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.
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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…
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.
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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…
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.
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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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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.
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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.
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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…
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.
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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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