Assessing the team environment for knowledge sharing: an empirical analysis

Abstract

The self-managed work team is an organizational structure that is much used by companies today. It is put forward as the most appropriate setting for the creation and transfer of knowledge, while protecting the source of competitive advantage. However, achieving efficiency in a work team is not without its difficulties. The literature indicates that a suitable climate minimizes these. In this study, we analyse, both theoretically and empirically, the components of that climate as well as some organizational initiatives that favour its presence. The empirical study was carried out on a sample of 363 individuals working in self-managed teams within companies, mostly multinationals, located in Spain. Keywords Self-managed work teams; transfer and creation of knowledge; high care.

Exploring Knowledge Sharing Among Medical and Non-Medical Staff: A Case Study Of An Ophthalmology Hospital In Malaysia

“…These assertions by the respondents showed their willingness to work in teams if they were consciously exposed to formal and informal activities within and outside the hospital. According to Zarraga and Bonache (2003) such team activities enhance KS. The lack of reward and recognition and inadequate IT system were the next items ranked in order of importance by respondents.In aprevious study on public sector employees, Sandhu et al (2011) noted that technology was the highest ranked followed by reward system and no system to identify colleagues.…”

“…In the views of Zarraga and Bonache (2003) and Robbins and DeCenzo (2008) absence of organisational practices like motivation and reward will adversely affect KS by reducing performance. In another study, the absence of a good working environment will prevent the team members from engaging in KS (Goh, 2002).…”

The Knowledge Management Processes at Different Stages of Group Development

“…In fact, the literature suggests that the groups/teams where the work skills (task and socio-aff ective) are functional (or, that is, in our words, have acquired greater maturityphases 3 and 4) are also the groups where knowledge is most effi ciently managed (e.g., Huang, 2009;Jehn & Shah, 1996;Lee et al, 2010;Liang et al, 1995;Nelson & Cooprider, 1996;Prange, 1999;Zárraga & Bonache, 2003). On the other hand, the characteristics of phase 2 (Reframing) have a tendency to be associated with less effi cient knowledge management.…”

“…The results showed that more mature and cooperative groups (Restructuring/Realization phase) apply to a greater degree the processes of knowledge management, while groups in which there is high intragroup competition and in which members try to "gain power" among themselves (Reframing phase), apply these processes to a lesser degree. The literature review which we carried out regarding working groups/teams and knowledge management allows us to affi rm that there are advantages in studying them in an articulated way (e.g., Ancona & Caldwell, 1992;Argote, Ingram, Levine, & Moreland, 2000;Argote, McEvily, & Reagans, 2003;Brown & Utterback, 1985;Henriksen, 2001;Ingram & Simons, 2002;Jehn & Shah, 1996;Lee, Gillespie, Mann, & Wearing, 2010;Liang, Moreland, & Argote, 1995;Love & Roper, 2009;Nelson & Cooprider, 1996;Zárraga & Bonache, 2003;Zhuge & Shi, 1997). Indeed, by one side, teamwork constitutes a way of managing and organizing the work which can contribute to increase productivity, quality of work life and ensure high levels of quality of products/ services (Rousseau, Aubé, & Savoie, 2006).…”

"Aprendizaje Grupal": Antecedentes Personales Y Organizacionales

“…En concreto, se ha corroborado que el apoyo que los empleados perciben de su organización contribuye de forma decisiva sobre su intención de compartir conocimiento, en consonancia con los resultados obtenidos por otros investigadores (p.e Cabrera et al, 2006) en este ámbito. Por su parte, el clima de equipo, sobre todo en su dimensión orientación a la tarea, influye significativamente sobre la Intención de Compartir Conocimiento, resultado que coincide con el encontrado por Zarraga & Bonache (2003), mientras que la dimensión de apoyo a la innovación favorece que los empleados contribuyan con sus aportaciones al generar compromiso en ellos. Por último, se ha corroborado la importancia del compromiso afectivo de los empleados como mecanismo a través del cual las variables grupales y organizacionales influyen en el grado en que se comparte el conocimiento entre los miembros de los grupos.…”