A Taxonomy of Information System Projects’ Knowledge Sharing Mechanisms

Fteimi, Nora; Cai, Jianxiao; Basten, Dirk

doi:10.17705/1cais.04126

Cited by 2 publications

(3 citation statements)

References 70 publications

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“…By leveraging social interdependence theory, this study explains how interpersonal relations facilitate ISD team members to interact meaningfully and make tacit knowledge contributions. This relational structure in the socialization process represents an essential means for enabling system developers to approach implicit business knowledge and help functional users develop greater technological awareness (Fteimi et al. , 2017).…”

Section: Discussionmentioning

confidence: 99%

“…Social interdependence is critical for the performance of ISD teams (Fteimi et al, 2017). While previous studies have explored knowledge-sharing issues from various perspectives, such as boundary-spanning theory (Sawyer et al, 2010), communication theory (Joshi et al, 2007), social network theory (Kotlarsky and Oshri, 2005), leadership (Imam and Zaheer, 2021;Park and Lee, 2014) and social capital theory (Lee et al, 2015), few have investigated tacit knowledge sharing in the context of social interdependence (Wang and Noe, 2010).…”

Section: Implications For Researchmentioning

confidence: 99%

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Tacit knowledge sharing in information systems development projects: social interdependence and regulatory focus perspectives

Hung,

Tsai,

Chen

et al. 2023

ITP

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PurposeThe purpose of this study is to examine tacit knowledge sharing within information systems development (ISD) projects by exploring the combination of social interdependence theory and regulatory focus theory (RFT).Design/methodology/approachA survey was conducted on 198 ISD professionals to investigate the effect of social interdependence on tacit knowledge sharing. The survey data were analyzed using partial least squares structural equation modeling (PLS-SEM), and the results were discussed.FindingsThis study reveals that team members tend to share tacit knowledge in a way characterized by cooperative interdependence, and different patterns of social interdependence have an impact on tacit knowledge sharing. The RFT explains the disparities in attitude toward tacit knowledge sharing. Specifically, individuals with a prevention-focused orientation positively moderate the impact of competitive interdependence on tacit knowledge sharing, while those with a promotion-focused orientation have a negative moderating effect on the effect of competitive interdependence on tacit knowledge sharing. Moreover, promotion-focused individuals negatively moderate the effect of cooperative interdependence on tacit knowledge sharing.Originality/valueThe study identifies important aspects of social interdependence in ISD projects that affect the management of tacit knowledge. Furthermore, the study shows that the influence of cooperative and competitive interdependence on tacit knowledge sharing is moderated by the regulatory focus of an individual, providing new insights into ISD knowledge management.

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Section: Discussionmentioning

confidence: 99%

Section: Implications For Researchmentioning

confidence: 99%

Tacit knowledge sharing in information systems development projects: social interdependence and regulatory focus perspectives

Hung,

Tsai,

Chen

et al. 2023

ITP

View full text Add to dashboard Cite

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“…The remaining 21 publications cover effects of use by differentiating characteristics that impact IS design (age, gender, or expertise) or identifying groups of managers and their IS usage (Powell & Jonson, 1995). Involving managers in IS design is more relevant than ever (Fteimi, 2017). Management Support Systems (MSS) have a five-decade tradition and represent a class of IS covering.…”

Section: Literature Reviewmentioning

confidence: 99%

Knowing Which Apps Managers Like: A Manager App Portal Accommodating Their User Preferences

Mayer¹,

Esswein²,

Quick³

et al. 2020

Proceedings of the 13 Th IADIS International Conference Information Systems 2020

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Nowadays, even apps for corporate management are respectable. Manager app portals complement such "run-a-business" apps with apps that make managers' business life easier. However, the right mix of apps makes the difference. Accommodating the user perspective, the objective of this article is to examine which apps disproportionately influence managers' perception of IS usefulness. Applying the Kano model and considering both "analyst-" and "consumer-type" managers, we employ findings from a manager focus group survey to discuss the strongest differentiators: (1) Offer collaboration bars and push notifications on changes to shared office documents for analyst managers. Get consumer managers "online" with news tickers. (2) Make core reports more interactive with drill downs and filters for manager self-service. (3) Take "fun and enjoyment" into account when accommodating managers' business life. (4) Consider that tablets create their own manager use case as a "first-stop information shop."

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A Taxonomy of Information System Projects’ Knowledge Sharing Mechanisms

Cited by 2 publications

References 70 publications

Tacit knowledge sharing in information systems development projects: social interdependence and regulatory focus perspectives

Tacit knowledge sharing in information systems development projects: social interdependence and regulatory focus perspectives

Knowing Which Apps Managers Like: A Manager App Portal Accommodating Their User Preferences

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