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Thematische Bibliographien / Knowledge Team / Zeitschriftenartikel

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Zeitschriftenartikel zum Thema „Knowledge Team“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 18. Februar 2022

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1

Hámornik, Balázs Péter, and Márta Juhász. "Knowledge sharing in medical team: knowledge, knowledge management, and team knowledge." Periodica Polytechnica Social and Management Sciences 18, no. 2 (2010): 99. http://dx.doi.org/10.3311/pp.so.2010-2.05.

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Madhavan, Ravindranath, and Rajiv Grover. "From Embedded Knowledge to Embodied Knowledge: New Product Development as Knowledge Management." Journal of Marketing 62, no. 4 (1998): 1–12. http://dx.doi.org/10.1177/002224299806200401.

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Because new product development (NPD) teams are engaged in knowledge creation, NPD management should emphasize cognitive team processes rather than purely social processes. Using the notions of tacit knowledge and distributed cognition as a basis, the authors propose that the T-shaped skills, shared mental models, and NPD routines of team members, as well as the A-shaped skills of the team leader, are key design variables when creating NPD teams. The authors propose that trust in team orientation, trust in technical competence, information redundancy, and rich personal interaction are importan

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Yeo, Roland K. "Crossing Knowledge Boundaries: From Team Learning to Knowledge Teams." Small Group Research 51, no. 6 (2020): 700–737. http://dx.doi.org/10.1177/1046496420919929.

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This article explores how team learning is enhanced through facilitated knowledge sharing, leading to knowledge teams that are capable of identifying knowledge gaps and crossing knowledge boundaries. Based on a qualitative study, vignettes are used to illustrate the dynamics of team learning in different situational contexts, facilitating the way knowledge plays out at the intersection of knowledge boundaries. The study examines how team members integrate or downplay knowledge resources based on the trajectory of participation and learning. Such trajectory helps determine the extent to which k

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Wildman, Jessica L., Amanda L. Thayer, Davin Pavlas, Eduardo Salas, John E. Stewart, and William R. Howse. "Team Knowledge Research." Human Factors: The Journal of the Human Factors and Ergonomics Society 54, no. 1 (2011): 84–111. http://dx.doi.org/10.1177/0018720811425365.

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Espinosa, J. Alberto, and Mark A. Clark. "Team Knowledge Representation." Human Factors: The Journal of the Human Factors and Ergonomics Society 56, no. 2 (2013): 333–48. http://dx.doi.org/10.1177/0018720813494093.

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6

Cooke, Nancy J., Eduardo Salas, Janis A. Cannon-Bowers, and Renée J. Stout. "Measuring Team Knowledge." Human Factors: The Journal of the Human Factors and Ergonomics Society 42, no. 1 (2000): 151–73. http://dx.doi.org/10.1518/001872000779656561.

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7

Smarkusky, D., R. Dempsey, J. Ludka, and F. de Quillettes. "Enhancing team knowledge." ACM SIGCSE Bulletin 37, no. 1 (2005): 460–64. http://dx.doi.org/10.1145/1047124.1047493.

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8

Lee, Junyeong, Jinyoung Min, and Heeseok Lee. "Setting a knowledge boundary across teams: knowledge protection regulation for inter-team coordination and team performance." Journal of Knowledge Management 21, no. 2 (2017): 254–74. http://dx.doi.org/10.1108/jkm-04-2016-0163.

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Purpose As teams are built around specialized and different knowledge, they need to regulate their knowledge boundaries to exchange their specialized knowledge with other teams and to protect the value of such specialized knowledge. However, prior studies focus primarily on boundary spanning and imply that boundaries are obstacles to sharing knowledge. To fill this research gap, this study aims to indicate the importance of knowledge protection regulation, an activity that sets an adequate boundary for protecting knowledge, and investigate the factors that facilitate knowledge protection regul

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Khedhaouria, Anis, and Arshad Jamal. "Sourcing knowledge for innovation: knowledge reuse and creation in project teams." Journal of Knowledge Management 19, no. 5 (2015): 932–48. http://dx.doi.org/10.1108/jkm-01-2015-0039.

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Purpose – The purpose of this paper is to investigate motivations of team members to source knowledge and how the sourced knowledge increases their reuse and creation outcomes. Design/methodology/approach – A model based on knowledge sourcing perspective is proposed and tested to link knowledge sourcing methods in teams to their performance outcomes. The hypotheses are tested on data collected from a survey of 341 project teams. Findings – The findings show the critical role of team members’ learning orientation in increasing knowledge sourcing, reuse and creation; group knowledge sourcing and

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Cooke, Nancy J., Janis A. Cannon-Bowers, Preston A. Kiekel, Krisela Rivera, Rene'e J. Stout, and Eduardo Salas. "Improving Teams' Interpositional Knowledge Through Cross Training." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 44, no. 11 (2000): 390–93. http://dx.doi.org/10.1177/154193120004401116.

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Recent investigations of team training have demonstrated advantages of cross training team members in the positions of other team members. Such benefits have been attributed to increases in interpositional knowledge. In an attempt to reduce the time demands of cross training, a conceptual cross-training condition that targeted teamwork knowledge was compared to traditional full cross-training and two control conditions. Three-person teams were assigned to a training condition and participated in two synthetic helicopter missions. Outcomes, team process behaviors, team situation awareness, task

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Huang, Siyuan, and Jonathon N. Cummings. "When Critical Knowledge Is Most Critical." Small Group Research 42, no. 6 (2011): 669–99. http://dx.doi.org/10.1177/1046496411410073.

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Knowledge-intensive teams rely on the task-relevant knowledge held by members to perform effectively. In this article, we focus on critical knowledge, defined as the most influential information, know-how, or feedback that contributes directly to task outcomes. From a social network perspective, the critical knowledge structure in a team can be defined by who shares critical knowledge with whom. In a highly centralized critical knowledge structure, everyone shares critical knowledge with a single person on the team. Alternatively, in a highly decentralized critical knowledge structure, critica

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Guo, Weixiao, Chenjing Gan, and Duanxu Wang. "The mobility of team members and team creativity: exploring the mediating role of team cognition." Journal of Organizational Change Management 33, no. 6 (2020): 1111–22. http://dx.doi.org/10.1108/jocm-03-2020-0073.

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PurposeThe 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/approachMultiple 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.FindingsThe results show that frequent team member mobility is negatively related to a knowledge-worker team's

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Sołek-Borowska, Celina. "Creativity and Knowledge Sharing in Teams." Journal of Management and Financial Sciences, no. 31 (July 29, 2019): 37–48. http://dx.doi.org/10.33119/jmfs.2018.31.3.

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Despite the wealth of studies related to team creativity, there is a general concern that the field still offers fuzzy indications about how team creativity (TC) can be supported within organizations. Creativity is enacted in the individual, within teams and within networks. Team creativity depends on creative individuals, processes, situations, the culture and the interaction of these factors. A growing number of organizations rely heavily on team creativity to enhance their capacity for generating new ideas. To enable knowledge sharing in teams in order to offer creativity within such a team

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Tang, Chaoying, and Stefanie E. Naumann. "Team diversity, mood, and team creativity: The role of team knowledge sharing in Chinese R & D teams." Journal of Management & Organization 22, no. 3 (2015): 420–34. http://dx.doi.org/10.1017/jmo.2015.43.

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AbstractResearch on the team diversity-team creativity relationship has been mixed. We present and empirically examine a model of mediated moderation in which team knowledge sharing intervenes in the impact of the interaction of team work value diversity and positive mood on team creativity. Survey participants included 458 employees working in 47 R&D teams from 17 research institutes in China. The interaction of team work value diversity and team positive mood positively affected team creativity and was mediated by team knowledge sharing. Our findings suggest that knowledge sharing and po

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Liu, Min-Ling, Chieh-Peng Lin, Sheng-Wuu Joe, and Kuang-Jung Chen. "Modeling knowledge sharing and team performance." Management Decision 57, no. 7 (2019): 1472–95. http://dx.doi.org/10.1108/md-01-2017-0052.

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Purpose To deepen our understanding about the development of team performance, the purpose of this paper is to develop a model that explains how ambidexterity and ethical leadership affect knowledge sharing and team performance through within-team competition. Design/methodology/approach This study demonstrates the applicability of ambidexterity and within-team competition by surveying 78 teams from the high-tech and banking industries. This study further presents a three-way interaction among ambidexterity, politics and job complexity. Findings This study finds that both ambidexterity and eth

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Lehtonen, Miikka J., and Constance E. Kampf. "Virtual Teams and Knowledge Communication." International Journal of Sociotechnology and Knowledge Development 6, no. 3 (2014): 1–25. http://dx.doi.org/10.4018/ijskd.2014070101.

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How does culture affect virtual teams and the knowledge communication processes in which they engage? As virtual spaces are increasingly used to support teams and establish collaboration in cross-cultural projects, the notion of cross-cultural communication can be understood as shifting from contextual perspective to a semiotic perspective. That is to say, although the team members are using the same vocabulary they might attach different meanings to and have different knowledge about them thus highlighting the importance of approaching virtual teams and collaboration from a semiotic perspecti

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Endres, Megan Lee, and Kyle T. Rhoad. "What makes a high performer share knowledge?" Team Performance Management 22, no. 5/6 (2016): 269–83. http://dx.doi.org/10.1108/tpm-05-2016-0022.

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Purpose Knowledge sharing is an important individual behavior that benefits teams and organizations. However, little is known about environments with both team and individual rewards. The purpose of this study is to investigate high-ability team members’ knowledge sharing in an environment with both team and individual rewards. The motivation, opportunity and ability framework was specifically applied to a work situation with face-to-face interaction and objective performance measures. Design/methodology/approach Survey data were gathered from college baseball players in varied regions of the

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Guchait, Priyanko, Puiwa Lei, and Michael J. Tews. "Making Teamwork Work: Team Knowledge for Team Effectiveness." Journal of Psychology 150, no. 3 (2015): 300–317. http://dx.doi.org/10.1080/00223980.2015.1024596.

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Leicher, Veronika, and Regina H. Mulder. "Team learning, team performance and safe team climate in elder care nursing." Team Performance Management 22, no. 7/8 (2016): 399–414. http://dx.doi.org/10.1108/tpm-04-2016-0017.

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Purpose This study aims to determine whether elder care nurses engage in knowledge sharing and reflection within their teams and if these team-learning activities influence an elder care nursing team’s performance. Furthermore, the authors investigated the relation between elder care nurses' estimation of the team climate as being safe and team-learning activities. Design/methodology/approach For this research, a questionnaire survey of 30 elder care nursing teams (N = 30, n = 149) working in 17 different retirement homes was conducted. Findings Structural equation model showed significant pos

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Lowik, Sandor, Jeroen Kraaijenbrink, and Aard Groen. "The team absorptive capacity triad: a configurational study of individual, enabling, and motivating factors." Journal of Knowledge Management 20, no. 5 (2016): 1083–103. http://dx.doi.org/10.1108/jkm-11-2015-0433.

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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 fi

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Jiang, Yuan, and Chao C. Chen. "Integrating Knowledge Activities for Team Innovation: Effects of Transformational Leadership." Journal of Management 44, no. 5 (2016): 1819–47. http://dx.doi.org/10.1177/0149206316628641.

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We conducted two studies to explore integrative, knowledge-centered team mechanisms through which transformational leadership affects team innovative performance. In the first study, using temporarily assembled project teams working on knowledge-intensive tasks, we found that transformational leadership promoted within-team knowledge sharing and team innovative performance through an integration mechanism manifest as team cooperative norms, and such a mediation process was significant even after controlling for another mediation process of team autonomy. In the second study, using permanent wo

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Ling, Chu-Ding, David S. DeGeest, and Xiaoyun Xie. "Inter-Team Coordination, Knowledge Sharing, and Performance in Teams." Academy of Management Proceedings 2017, no. 1 (2017): 15472. http://dx.doi.org/10.5465/ambpp.2017.15472abstract.

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Ramanadhan, S., J. L. Wiecha, K. M. Emmons, S. L. Gortmaker, and K. Viswanath. "Extra-team connections for knowledge transfer between staff teams." Health Education Research 24, no. 6 (2009): 967–76. http://dx.doi.org/10.1093/her/cyp030.

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Bickerstaff, Richard (Rick) E. "Tools for Teams: Knowledge Retention with a Team Twist." Proceedings of the Water Environment Federation 2011, no. 12 (2011): 4492–504. http://dx.doi.org/10.2175/193864711802764643.

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Park, Won-Woo, Joon Yeol Lew, and Eun Kyung Lee. "Team Knowledge Diversity and Team Creativity: The Moderating Role of Status Inequality." Social Behavior and Personality: an international journal 46, no. 10 (2018): 1611–22. http://dx.doi.org/10.2224/sbp.7051.

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We examined the relationship between team task knowledge diversity and team creativity, and the moderating role of team status inequality, with a focus on organizational tenure and rank inequality. By adopting an input–process–output framework, we hypothesized that teams would achieve high levels of creativity when they have a large pool of task-relevant expertise that is differentiated and specialized among team members, but the relationship would be weakened when team members have different statuses. We tested our hypotheses using data from 325 teams of employees at 10 companies in South Kor

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Kipkosgei, Felix, Seung-Wan Kang, and Suk Bong Choi. "A Team-Level Study of the Relationship between Knowledge Sharing and Trust in Kenya: Moderating Role of Collaborative Technology." Sustainability 12, no. 4 (2020): 1615. http://dx.doi.org/10.3390/su12041615.

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Research on team dynamics is gaining popularity because teams are yielding positive organizational outcomes. Advanced technologies are often used to enhance team outcomes for improved productivity and to create effective knowledge-sharing contexts in teams, particularly in contexts where trust among team members is vital. This study analyzed the influence of knowledge sharing on trust at the team level in Kenya. The objective was to determinepractical implications to assist organizations with their efforts to optimize the association between knowledge sharing and team-level trust and to consid

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Cauwelier, Peter, Vincent Michel Ribiere, and Alex Bennet. "The influence of team psychological safety on team knowledge creation: a study with French and American engineering teams." Journal of Knowledge Management 23, no. 6 (2019): 1157–75. http://dx.doi.org/10.1108/jkm-07-2018-0420.

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Purpose This paper aims to explore the impact of team psychological safety and team learning on the creation of team knowledge. When teams engage in learning, their interactions contribute to improved performance. Very little research evaluates whether the learning also creates new knowledge related to the task or the team itself. Design/methodology/approach The proposed model is evaluated through a mixed method research design around a team problem-solving experiment. Task- and team-related team mental models are elicited using concept mapping and questionnaires and are measured before and af

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Obrenovic, Bojan, Slobodan Obrenovic, and Akmal Hudaykulov. "The value of knowledge sharing: impact of tacit and explicit knowledge sharing on team performance of scientists." International Journal of Management Science and Business Administration 1, no. 2 (2015): 33–52. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.12.1003.

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Knowledge sharing that takes place among team members is a process of great relevance that builds ties and relationships which in turn results in positive organizational and team outcomes. However, as it is not usually formally included in the job descriptions and is not a formal part of organizations’ and team activities, it is considered to be an organization citizenship behavior. Our paper emphasizes significance of tacit and explicit knowledge sharing to team performance in the context of scientific cooperation. Positive relationship between tacit knowledge sharing and explicit knowledge s

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Xue, Yajiong, Huigang Liang, Richard Hauser, and Margaret T. O’Hara. "An Empirical Study of Knowledge Sharing Intention within Virtual Teams." International Journal of Knowledge Management 8, no. 3 (2012): 47–61. http://dx.doi.org/10.4018/jkm.2012070103.

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Given that many organizational tasks are accomplished by people working as virtual teams, it’s important to understand team members’ knowledge sharing behavior. This study attempts to explore social cognitive factors influencing knowledge sharing in the team-based context. Based on a survey of 183 participants of team projects, this study finds that team climate, sense of self-worth, and past sharing behavior lead to positive attitude toward knowledge sharing. Moreover, attitude toward knowledge sharing and past sharing behavior have a positive impact on knowledge sharing intention. These find

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Rico, Ramón, Miriam Sánchez-Manzanares, Francisco Gil, and Cristina Gibson. "Team Implicit Coordination Processes: A Team Knowledge–Based Approach." Academy of Management Review 33, no. 1 (2008): 163–84. http://dx.doi.org/10.5465/amr.2008.27751276.

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Khedhaouria, Anis, and Vincent Ribiere. "The influence of team knowledge sourcing on team creativity." Learning Organization 20, no. 4/5 (2013): 308–21. http://dx.doi.org/10.1108/tlo-10-2012-0063.

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Hartenian, Linda S. "Team member acquisition of team knowledge, skills, and abilities." Team Performance Management: An International Journal 9, no. 1/2 (2003): 23–30. http://dx.doi.org/10.1108/13527590310468033.

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Blickensderfer, Elizabeth L., Janis A. Cannon-Bowers, and Eduardo Salas. "Does Overlap in Team Member Knowledge Predict Team Performance?" Proceedings of the Human Factors and Ergonomics Society Annual Meeting 41, no. 2 (1997): 1405. http://dx.doi.org/10.1177/1071181397041002217.

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Ratasuk, Akaraphun, and Peerayuth Charoensukmongkol. "Does cultural intelligence promote cross-cultural teams' knowledge sharing and innovation in the restaurant business?" Asia-Pacific Journal of Business Administration 12, no. 2 (2020): 183–203. http://dx.doi.org/10.1108/apjba-05-2019-0109.

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PurposeThis research investigates knowledge sharing and innovation on the part of culturally diverse teams in the restaurant business and their relation to cultural intelligence (CQ), in which CQ was conceptualized as a team-level variable.Design/methodology/approachSurvey data were collected from 103 cross-cultural teams in restaurants located in five popular tourist destinations in Thailand and were derived from multiple sources to prevent common method bias. The data that measured team CQ and knowledge sharing were collected from all members in each team and were averaged to create aggregat

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Wu, Daoyou, Zhongju Liao, and Juanlan Dai. "Knowledge Heterogeneity and Team Knowledge Sharing as Moderated by Internal Social Capital." Social Behavior and Personality: an international journal 43, no. 3 (2015): 423–36. http://dx.doi.org/10.2224/sbp.2015.43.3.423.

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We examined the moderating effect of team internal social capital in the relationships among professional heterogeneity, experience heterogeneity, and thinking heterogeneity (3 dimensions of knowledge heterogeneity) and team knowledge sharing. The study sample comprised 149 teams of employees of companies in China. Results of a multiple regression analysis showed that professional heterogeneity, experience heterogeneity, and thinking heterogeneity all had a significantly positive effect on knowledge sharing. Further analysis demonstrated that internal social capital moderated the effect of exp

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Cooke, Nancy J., Rene'e Stout, Krisela Rivera, and Eduardo Salas. "Exploring Measures of Team Knowledge." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 42, no. 3 (1998): 215–19. http://dx.doi.org/10.1177/154193129804200307.

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Team cognition is more than the aggregate cognition of team members. It is an emerging feature, worthy of study in its own right. In this paper we investigate potential metrics of team knowledge in the context of a broader exploratory study on measures of team knowledge, performance, and situation awareness. Team members assumed different roles in a three-person synthetic task in which they were presented with unique role-relevant information. Successful accomplishment of team objectives required team members to share information. The focus of this paper is on one of several measures collected

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Jones, Penelope, and Judith Jordan. "Knowledge orientations and team effectiveness." International Journal of Technology Management 16, no. 1/2/3 (1998): 152. http://dx.doi.org/10.1504/ijtm.1998.002651.

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Jiang, Xueting, Hector R. Flores, Ronrapee Leelawong, and Charles C. Manz. "The effect of team empowerment on team performance." International Journal of Conflict Management 27, no. 1 (2016): 62–87. http://dx.doi.org/10.1108/ijcma-07-2014-0048.

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Purpose – Based on extant literature on empowerment and team management, this paper aims to examine the effect of power distance and collectivism on the relationship between empowerment and team performance through the mechanisms of knowledge sharing and intra-group conflict. Design/methodology/approach – This paper conceptualizes a model depicting the relationship between team empowerment and team performance across cultures. Findings – The authors argue that team empowerment can increase both knowledge sharing and intra-group conflict in working teams. Knowledge sharing facilitates team perf

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Huang, Chi-Cheng, and Pin-Chen Jiang. "Exploring the psychological safety of R&D teams: An empirical analysis in Taiwan." Journal of Management & Organization 18, no. 2 (2012): 175–92. http://dx.doi.org/10.1017/s1833367200000948.

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AbstractR&D is uncertain work that involves the knowledge, skills, or perspectives of team members. When R&D teams develop new products or technologies, the need for psychological safety within the teams is increasingly emphasized. If R&D team members perceive that team psychological safety exists, they may be willing to offer knowledge or perspectives during the development process because they are not afraid of being rejected or embarrassed for speaking up. However, the application of the theory of team psychological safety to R&D teams is considerably limited. This study exp

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Huang, Chi-Cheng, and Pin-Chen Jiang. "Exploring the psychological safety of R&D teams: An empirical analysis in Taiwan." Journal of Management & Organization 18, no. 2 (2012): 175–92. http://dx.doi.org/10.5172/jmo.2012.18.2.175.

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AbstractR&D is uncertain work that involves the knowledge, skills, or perspectives of team members. When R&D teams develop new products or technologies, the need for psychological safety within the teams is increasingly emphasized. If R&D team members perceive that team psychological safety exists, they may be willing to offer knowledge or perspectives during the development process because they are not afraid of being rejected or embarrassed for speaking up. However, the application of the theory of team psychological safety to R&D teams is considerably limited. This study exp

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Tang, Chaoying, and Stefanie E. Naumann. "Team diversity, mood, and team creativity: The role of team knowledge sharing in Chinese R & D teams – CORRIGENDUM." Journal of Management & Organization 23, no. 1 (2016): 163. http://dx.doi.org/10.1017/jmo.2016.57.

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Lin, Quan, Lan Lin, and Di Ye. "Factors Influencing Knowledge-Sharing Behaviors and Learning Effect: A Multilevel Investigation." Social Behavior and Personality: an international journal 43, no. 10 (2015): 1683–98. http://dx.doi.org/10.2224/sbp.2015.43.10.1683.

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In this longitudinal study, we investigated the effects of the Big Five personality traits, team characteristics, and the cross-level interactions on individual knowledge-sharing behaviors (KSBs). Using the survey data of 481 Chinese university students who had been assigned to 67 teams, we found that conscientiousness, extraversion, and agreeableness explained within-team variance of KSBs, and that team identification and innovation climate accounted for between-team variance of KSBs. Individual KSBs aggregated to the team level explained the between-team variance of the individual learning e

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Jamshed, Samia, and Nauman Majeed. "Relationship between team culture and team performance through lens of knowledge sharing and team emotional intelligence." Journal of Knowledge Management 23, no. 1 (2019): 90–109. http://dx.doi.org/10.1108/jkm-04-2018-0265.

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Purpose The purpose of this study is to investigate the relationship between team culture and team performance through the mediating role of knowledge sharing and team emotional intelligence. Design/methodology/approach The study advocated that team culture influences the knowledge sharing behavior of team members and the development of emotional intelligence skill at the team level. Further, it is hypothesized that knowledge sharing and team emotional intelligence positively influence team performance. By adopting a quantitative research design, data were gathered by using a survey questionna

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Rahmi, Devi Yulia, and Nurul Indarti. "Examining the relationships among cognitive diversity, knowledge sharing and team climate in team innovation." Team Performance Management: An International Journal 25, no. 5/6 (2019): 299–317. http://dx.doi.org/10.1108/tpm-11-2018-0070.

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Purpose This study aims to examine the role of knowledge sharing as a mediating variable on the effect of cognitive diversity on team innovation. Additionally, the study also tests the role of a moderating variable team climate on the relationship between cognitive diversity and knowledge sharing. Design/methodology/approach The study used an explanatory approach to test the hypothesis. A survey with structured questionnaires was distributed to 39 creative teams between radio and television broadcasting institutions in the Province of Yogyakarta, Indonesia. Findings The current study shows cog

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Koybaeva, Taira, and Katherine Chudoba. "Team Sputnik: Facilitating Knowledge Transfer in Distributed Multi-cultural Teams." Academy of Management Proceedings 2012, no. 1 (2012): 17291. http://dx.doi.org/10.5465/ambpp.2012.17291abstract.

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Aseh, Khairi, and Kamal Kenny. "The Influence of Knowledge Sharing and Team Reflection on Innovative Individual and Team Behaviour." Journal of Advanced Research in Dynamical and Control Systems 12, no. 8 (2020): 124–30. http://dx.doi.org/10.5373/jardcs/v12i8/20202454.

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Liu, Ying Chieh, and FengChia Li. "Exploration of Social Capital and Knowledge Sharing." International Journal of Distance Education Technologies 10, no. 2 (2012): 17–38. http://dx.doi.org/10.4018/jdet.2012040102.

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Although research on virtual teams is becoming more popular, there is a gap in the understanding of how social capital affects knowledge sharing and creating, and their impacts on virtual team performance. To fill in this gap, this study establishes a framework by incorporating social capital with the SECI model and further examines it with an experiment on 65 student virtual teams. The results show that three factors of social capital, namely network ties, shared vision and trust are positively related to the four SECI modes, namely socialization, internalization, combination and externalizat

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Li, Ci-Rong, Chun-Xuan Li, Chen-Ju Lin, and Jing Liu. "The influence of team reflexivity and shared meta-knowledge on the curvilinear relationship between team diversity and team ambidexterity." Management Decision 56, no. 5 (2018): 1033–50. http://dx.doi.org/10.1108/md-05-2017-0522.

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PurposeThe purpose of this paper is to explicate the influence of diverse team on team-level ambidexterity and its curvilinear assessment, and test the mediating role of team reflexivity and the moderating role of shared meta-knowledge in the curvilinear relationship between team diversity and team ambidexterity.Design/methodology/approachThe authors collected multisource and temporally separated data on 206 R&D teams within 28 high-tech firms in Taiwan.FindingsThis study found a complex, curvilinear, moderated mediation relationship that functional background diversity has with team ambid

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Men, Chenghao, Patrick S. W. Fong, Jinlian Luo, Jing Zhong, and Weiwei Huo. "When and how knowledge sharing benefits team creativity: The importance of cognitive team diversity." Journal of Management & Organization 25, no. 6 (2017): 807–24. http://dx.doi.org/10.1017/jmo.2017.47.

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AbstractIn this paper, we explored the role of knowledge sharing on team creativity through absorptive capacity and knowledge integration, and tested the condition under which knowledge sharing is positively related to absorptive capacity and knowledge integration. We tested our hypotheses with a sample of 86 knowledge worker teams involving 381 employees and employers in China. Results demonstrate that knowledge sharing was positively related to team creativity, fully mediated by both absorptive capacity and knowledge integration. In addition, cognitive team diversity played a moderating role

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Ngoma, Ngoma Sylvestre, and Mary Lind. "Knowledge Transfer and Team Performance in Distributed Organizations." International Journal of Knowledge-Based Organizations 5, no. 2 (2015): 58–80. http://dx.doi.org/10.4018/ijkbo.2015040104.

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The strategic significance of knowledge transfer to leverage team performance in geographically distributed organizations has been extensively studied. However, there is a dearth of scholarship about the interlacing dependencies between knowledge transfer, virtual collaboration, e-collaboration technologies and virtual team performance. This study explores the impact of virtual collaboration and e-collaboration technologies, mediated by knowledge transfer, on team performance in virtual environments. The authors report on the findings of multiple regressions and path analysis carried out on da

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