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1 – 10 of over 4000Xiang Yu, Yuichi Washida and Masato Sasaki
This study aims to examine direct effects of qualified team gatekeepers on absorptive capacity (AC), and the mediating roles of combinative capabilities – knowledge integration…
Abstract
Purpose
This study aims to examine direct effects of qualified team gatekeepers on absorptive capacity (AC), and the mediating roles of combinative capabilities – knowledge integration capability (KIC) and interteam coordination.
Design/methodology/approach
A social networking analysis was used to analyze a unique data set collected from all members of 32 Japanese research and development (R&D) teams to identify key individuals who perform daily gatekeeping functions. This study analyzed the data through partial least squares structural equation modeling with higher-order latent variables. Finally, cross-validation tests were used with holdout samples to test the model’s predictive validity.
Findings
Qualified gatekeepers directly contribute to teams’ realized AC but not to their potential AC. Furthermore, qualified gatekeepers can improve their teams’ capability to absorb and exploit external knowledge by facilitating their capability to consolidate knowledge, that is, its KIC and interteam coordination.
Originality/value
Unlike prior research that asks top managers to identify team gatekeepers, this study used social network analysis to identify these vital individuals. This study provides a new framework indicating how qualified gatekeepers impact the AC of R&D teams through the examination of both the direct and indirect paths of gatekeeping abilities, two combinative capabilities as mediators and team AC.
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Pascal Dussart, Lise A. van Oortmerssen and Bé Albronda
The purpose of this paper is to provide insights into cross-functional team (CFT) members’ points of view on knowledge integration.
Abstract
Purpose
The purpose of this paper is to provide insights into cross-functional team (CFT) members’ points of view on knowledge integration.
Design/methodology/approach
This study was conducted using Q methodology. The 22 respondents were members of CFTs in information systems development within 7 agencies of the Flemish Government administration.
Findings
The study resulted in three distinct perspectives. To the CFT player, the benefits and added value of information and knowledge diversity of CFTs outweigh the challenges of knowledge integration. By contrast, the CFT sceptic is doubtful that knowledge integration in CFTs can ever work at all. Finally, the organization critic highlights the lack of support from the organization for efficient and effective knowledge integration in CFTs.
Research limitations/implications
The findings of this study suggest that CFT configurations have important implications for the development of shared team mental models and for teams’ cognitive performance.
Practical implications
Making CFT members aware of their peers’ mental models, ways of working and priorities could help strengthen knowledge integration. To improve knowledge integration in teams, managers should reduce knowledge boundaries that are the result of organizational structuring and power play between departments.
Originality/value
By focusing on daily experiences with knowledge integration, this study reveals that members of CFTs in information systems development hold contrasting perspectives on, and diverging attitudes towards, knowledge integration.
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Rama Krishna Kishore Vandavasi, David C. McConville, Jin-Feng Uen and Prasanthi Yepuru
The purpose of this study is to investigate the effect of knowledge sharing among team members on the development of shared leadership and innovative behaviour.
Abstract
Purpose
The purpose of this study is to investigate the effect of knowledge sharing among team members on the development of shared leadership and innovative behaviour.
Design/methodology/approach
Data were collected from 64 management teams and 427 individuals working in 26 different hotels in the hospitality industry in Taiwan.
Findings
The results show that knowledge sharing has both direct and indirect effects on the development of shared leadership and individual innovative behaviour.
Research limitations/implications
Results suggest that knowledge sharing supports the occurrence of shared leadership, leading to an increase in innovative behaviour. The authors infer from the findings that encouraging a culture of knowledge sharing can have a positive impact on the creativity of teams.
Originality/value
This study advances knowledge of shared leadership as a mediator using a multilevel approach to test antecedents of innovative behaviour in the Taiwan hotel industry.
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Andrea Caputo, Mariya Kargina and Massimiliano Matteo Pellegrini
The purpose of this study is to map the intellectual structure of the research concerning conflict and conflict management in virtual teams (VT), to contribute to the further…
Abstract
Purpose
The purpose of this study is to map the intellectual structure of the research concerning conflict and conflict management in virtual teams (VT), to contribute to the further integration of knowledge among different streams of research and to develop an interpretative framework to stimulate future research.
Design/methodology/approach
A data set of 107 relevant papers on the topic was retrieved using the Web of Science Core Collection database covering a period ranging from 2001 to 2019. A comparative bibliometric analysis consisting of the integration of results from the citation, co-citation and bibliographic coupling was performed to identify the most influential papers. The systematic literature review complemented the bibliometric results by clustering the most influential papers.
Findings
The results revealed different intellectual structures across several types of analyses. Despite such differences, 41 papers resulted as the most impactful and provided evidence of the emergence of five thematic clusters: trust, performance, cultural diversity, knowledge management and team management.
Research limitations/implications
Based on the bibliometric analyses an interpretative research agenda has been developed that unveils the main future research avenues. The paper also offers important theoretical contributions by systematizing knowledge on conflict in identifying VTs. Managerial contributions in the form of the identification of best practices are also developed to guide conflict management in VTs.
Originality/value
The uniqueness of this paper is related to its effort in studying, mapping and systematizing the knowledge concerning the topic of handling conflicts in VTs. Considering the current contingencies, this research is particularly timely.
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Ia Williamsson and Linda Askenäs
This study aims to understand how practitioners use their insights in software development models to share experiences within and between organizations.
Abstract
Purpose
This study aims to understand how practitioners use their insights in software development models to share experiences within and between organizations.
Design/methodology/approach
This is a qualitative study of practitioners in software development projects, in large-, medium- or small-size businesses. It analyzes interview material in three-step iterations to understand reflexive practice when using software development models.
Findings
The study shows how work processes are based on team members’ experiences and common views. This study highlights the challenges of organizational learning in system development projects. Current practice is unreflective, habitual and lacks systematic ways to address recurring problems and share information within and between organizations. Learning is episodic and sporadic. Knowledge from previous experience is individual not organizational.
Originality/value
Software development teams and organizations tend to learn about, and adopt, software development models episodically. This research expands understanding of how organizational learning takes place within and between organizations with practitioners who participate in teams. Learnings show the potential for further research to determine how new curriculums might be formed for teaching software development model improvements.
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Mandlakazi Ndlela and Maureen Tanner
Literature reveals ongoing debates around the role of business analysts in agile software development (ASD) teams. This can be attributed, in part, to a knowledge gap concerning…
Abstract
Purpose
Literature reveals ongoing debates around the role of business analysts in agile software development (ASD) teams. This can be attributed, in part, to a knowledge gap concerning how business analysts contribute to overall team capabilities, particularly those which are essential in enabling teams to respond to fast-paced environmental changes. The purpose of this study was to address this gap by investigating how business analysts (BAs) contribute to the dynamic capabilities of ASD teams.
Design/methodology/approach
Through a deductive approach, this study adapted and applied a research model based on the team dynamic capabilities (DC) theory to explore the contributions of BAs in agile teams. The study was executed using a qualitative, single case study research strategy directed at an ASD team in the financial services industry. Moreover, data were collected through face-to-face, semi-structured interviews; a focus group; non-participant observation and physical artefacts review. The thematic analysis technique was used to analyse the data.
Findings
The study contributes to teams DC theory through four theoretical propositions centred on the role of BAs. The proposition highlights how BAs relationship management, tacit knowledge sharing, task mental models and transactive memory are key contributors of ASD teams' DC. The study also found that BAs contribute to ASD teams' ability to embrace agile principles 2, 4, 6 and 12. This study can inform the design of capacity development programmes for individual team members and BAs and thus help managers curate teams that will best promote DC.
Practical implications
This study can inform the design of capacity development programmes for individual team members and BAs and thus help managers curate teams that will best promote DC.
Originality/value
This study builds on the relatively few studies which focus on DC within software development (SD) teams and ASD project teams. Moreover, the study explores how an individual (i.e. a BA) can contribute to the DC of a team.
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Bas Reus, Christine Moser and Peter Groenewegen
The purpose of this study is to show that an important antecedent of perceived knowledge quality is an employee’s position in the organizational network due to their participation…
Abstract
Purpose
The purpose of this study is to show that an important antecedent of perceived knowledge quality is an employee’s position in the organizational network due to their participation in different interest groups. In particular, this study theorizes that brokers establish a network of groups, which increases perceived knowledge quality vis-a-vis the social capital that employees draw on.
Design/methodology/approach
To test this study’s hypotheses on the influence of the structural position of knowledge brokers on the positive effects of social capital on perceived knowledge quality, this study combines data from an online survey with longitudinal archival data from a youth-care organization who used an enterprise social network (ESN) for knowledge sharing.
Findings
This study found a mitigating effect of being a broker on the relationship between trust and perceived knowledge quality, and also between inter-team interaction and perceived knowledge quality for lower levels of both trust and inter-team interaction on perceived knowledge quality.
Research limitations/implications
Although the hypotheses are supported, in light of prior research, the authors would have expected stronger and positive effects.
Practical implications
This research is particularly interesting because it emphasizes the important role of social capital. For organizations that deal with trust issues, it might help to stimulate employees to broaden their activity on ESNs by becoming active in multiple groups.
Originality/value
While knowledge sharing on ESNs is generally conducive for creating organizational value, there is a lack of understanding of what drives employees’ perception of the quality of shared knowledge, and how this perception may depend on their position in the social network. To investigate this question, the authors turn to social capital theory.
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Taryn Jane Bond-Barnard, Lizelle Fletcher and Herman Steyn
The purpose of this paper is to emphasise the importance of high levels of trust and collaboration for increasing the likelihood of project management (PM) success. However, the…
Abstract
Purpose
The purpose of this paper is to emphasise the importance of high levels of trust and collaboration for increasing the likelihood of project management (PM) success. However, the link between these three constructs remains unclear.
Design/methodology/approach
In this study, the authors use structural equation modelling (SEM) based on the findings from an international survey of 151 project practitioners to demonstrate the significance of project team trust and collaboration for increasing the likelihood of PM success.
Findings
The results indicate that PM success becomes more likely as the degree of collaboration improves which, in turn, is influenced by an increase in the level of trust between team members. The two factors of PM success are project performance and knowledge integration and innovation. The six factors of the degree of collaboration that were studied are physical proximity, commitment, conflict, coordination, relationships and incentives. The three factors of the level of trust investigated are expectations, knowledge exchange and imported trust.
Practical implications
The results of the study are expected to provide insight for project practitioners to increase the likelihood of PM success by taking cognisance of the factors that influence collaboration and trust. The results of the study may also provide insight into teaching and learning in tertiary education, in terms of professionalism and integrity issues.
Originality/value
This paper presents a new perspective for investigating PM success. SEM techniques are used to determine the likelihood of PM success by promoting trust and collaboration in the project team. This unique approach highlights the “human factors” that influence perceived PM success which should benefit both researchers and practitioners.
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Fernando Martín-Alcázar, Marta Ruiz-Martínez and Gonzalo Sánchez-Gardey
This study aims to examine the connection between scholars' research performance and the multidisciplinary nature of their collaborative research. Furthermore, in response to…
Abstract
Purpose
This study aims to examine the connection between scholars' research performance and the multidisciplinary nature of their collaborative research. Furthermore, in response to mixed results regarding the effects of multidisciplinarity on research performance, this study explores how human resource management (HRM) practices may moderate this link.
Design/methodology/approach
The authors built a model based on the theoretical arguments and empirical evidence found in the review of diversity and HRM literature. The authors also performed a quantitative study based on a sample of scholars in the field of management. Different econometric estimations were used to test the proposed model.
Findings
The results of this empirical analysis suggest that multidisciplinary research has a non-linear effect on research performance. Certain HRM practices, such as development and collaboration, moderated the curvilinear relationship between multidisciplinarity and performance, displacing the optimum to allow higher performance at higher levels of multidisciplinary research.
Originality/value
The paper provides advances on previous works studying the curvilinear relationship between multidisciplinarity and the researchers' performance, confirming that multidisciplinarity is beneficial up to a threshold beyond which these benefits are attenuated. In addition, the findings shed light on important issues related to team-oriented HRM practices associated with the outcomes of multidisciplinary research.
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Maria Banagou, Saša Batistič, Hien Do and Rob F. Poell
Understanding employee knowledge hiding behavior can serve organizations in better implementing knowledge management practices. The purpose of this study is to investigate how…
Abstract
Purpose
Understanding employee knowledge hiding behavior can serve organizations in better implementing knowledge management practices. The purpose of this study is to investigate how personality and work climate influence knowledge hiding, by examining the respective roles of openness to experience and relational (specifically, communal sharing and market pricing) climates.
Design/methodology/approach
Multilevel modeling was used with two distinct samples, one from Vietnam with 119 employees in 20 teams and one from The Netherlands with 136 employees in 32 teams.
Findings
In both samples, the hypothesized direct relationship between openness and knowledge hiding was not found. In the Vietnamese sample, only the moderating effect of market pricing climate was confirmed; in the Dutch sample, only the moderating effect of communal sharing climate was confirmed. The findings of the Vietnamese sample suggest that people with a high sense of openness to experience hide knowledge less under low market pricing climate. In the Dutch sample, people with high openness to experience hide knowledge less under high communal sharing climate. The authors conclude that, in comparison with personality, climate plays a stronger role in predicting knowledge hiding behavior.
Research limitations/implications
Small sample size and self-reported data might limit the generalizability of this study’s results.
Practical implications
The paper highlights how organizational context (relational climate) needs to be taken into account in predicting how personality (openness to experience) affects knowledge hiding.
Originality/value
This paper contributes to a better understanding of the knowledge hiding construct by extending the set of known antecedents and exploring the organizational context in which such phenomena happen.
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