Differential Impacts of Functional, Geographical, and Hierarchical Diversity on Knowledge Sharing in the Midst of Organizational Change

Kim, Heewon

doi:10.1177/0893318917728340

Cited by 25 publications

(15 citation statements)

References 73 publications

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“…Meta-analyses do not provide clear results (Bell, Villado, Lukasik, Belau, & Briggs, 2011; Guillaume, Brodbeck, & Riketta, 2012; Stahl et al, 2010). According to some (Joshi & Roh, 2009; Kim, 2018; Meyer & Glenz, 2013), the effects of diversity on team processes seem to be context dependent, and there are several mediators and moderators. There seems to be no main effect of team diversity with regard to a specific type of diversity (e.g., gender diversity) on team outcomes.…”

Section: Diversity Faultlines and Their Effects On Team Outcomesmentioning

confidence: 99%

Faultlines as the “Earth’s Crust”: The Role of Team Identification, Communication Climate, and Subjective Perceptions of Subgroups for Global Team Satisfaction and Innovation

Boyraz

2019

Management Communication Quarterly

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Distributed teams in organizations are ubiquitous, use digital technologies extensively, and have the potential to be innovative due to the level of diversity of their members, but they face many challenges. Demographic differences can often result in the activation of team faultlines (overlap of surface-level differences), leading to formation of subgroups and negative impacts on group outcomes. This study examines the relationships between faultlines and their outcomes to discover how certain team processes mitigate the negative effects of dormant faultlines on team outcomes in globally distributed teams. The analysis of a survey of 165 global team members representing 27 teams in a multinational high-tech organization demonstrated that psychologically safe communication climate (PSCC) and team identification moderated the relationship between faultlines and perceived subgroups. Specifically, in teams with low PSCC and identification, dormant faultlines predicted an increase in perception of subgroups. The findings also indicate that perceived subgroups moderate the relationship between dormant faultlines and team satisfaction. When subgroups are less perceived by team members, faultlines predict an increase in satisfaction.

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Section: Diversity Faultlines and Their Effects On Team Outcomesmentioning

confidence: 99%

Faultlines as the “Earth’s Crust”: The Role of Team Identification, Communication Climate, and Subjective Perceptions of Subgroups for Global Team Satisfaction and Innovation

Boyraz

2019

Management Communication Quarterly

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“…Stakeholders may overhaul internal coordination protocols to see whether relevant parties are excluded from the loop. It is certainly beneficial to train employees to be open-minded and value equity; however, it is also crucial to design institutional solutions and policies that formally support inclusiveness (Kim, 2018). As social status may affect the process of evaluation or attribution, management must take into account the effects of social status on members’ interactions and performance reviews.…”

Section: Discussionmentioning

confidence: 99%

The Mutual Constitution of Social Media Use and Status Hierarchies in Global Organizing

Kim

2018

Management Communication Quarterly

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This study offers an in-depth account of the mutual constitution of technology use and status hierarchies in a global organization by investigating the use of enterprise social media (ESM). Analyses of individual interviews (N = 32) and ESM posts (N = 1,050) showed that (a) the visibility affordance was perceived and used differently by various status groups and (b) emerging patterns of ESM use contributed to the reproduction of status hierarchies. Specifically, increased communication visibility allowed dispersed workers to obtain previously unshared knowledge; however, the very same visibility also revealed knowledge disparities between different status groups, thereby sustaining status hierarchies. Thus, visibility, which has been traditionally linked to recognition, can be also conceived as a quality that highlights inequitable distribution of knowledge and status. This study advances our understanding of social status in global organizations by delineating how communicative practices, organizational structures, and technology use jointly constitute status hierarchies.

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“…Increasing distance reduces opportunities for serendipitous and spontaneous informal talk (Allen, 1977;Boh, Ren, Kiesler, & Bussjaeger, 2007). Chance and frequent encounters with past collaborators are important for the knowledge recombination process as such chance meetings smoothen subsequent communication and awareness of relevant knowledge resources (Allen, 1977;Allen & Fustfeld, 1975;Kim, 2018). A collegial collocated environment might prove crucial for knowledge awareness and innovation search as Fleming (2002) explains: "Simple physical proximity increased the probability of unplanned meetings and nonprofessional friendships in cafeterias and at Christmas parties or softball games.…”

Section: Ego Network Geographical Dispersionmentioning

confidence: 99%

“…Interaction and coordination. Collocated past collaborators are more likely to transfer knowledge to each other compared to more distant network contacts (Kim, 2018;Singh, 2005).…”

Section: Ego Network Geographical Dispersionmentioning

confidence: 99%

Network Resource Munificence, Geographical Dispersion and Inventor Performance

Markus

Candiani

2019

Proceedings

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This paper explores the variation of knowledge resources embedded in the collaboration networks of corporate inventors. Focusing on the semiconductor industry, we examine the impact of intraorganizational network resource munificence ? i.e. the extent to which ego co-inventor networks carry knowledge resources ? on inventor performance. Relying on insights from resource dependence theory and the social network perspective, we hypothesize that ego network resource munificence positively influences the innovative performance of inventors above and beyond network structural explanations. Yet, we predict that the geographic dispersion of the ego collaboration network negatively moderates this relationship due to the increased coordination costs of knowledge transfer. We find support for our predictions using a sample of 49,550 inventors employed by 236 companies in the global semiconductor industry over the period 1983 to 2003. Our empirical evidence points to the relevance of a network resource perspective instead of merely considering structural properties, and provide novel insights into how inventors successfully recombine knowledge residing in their ego networks.

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Differential Impacts of Functional, Geographical, and Hierarchical Diversity on Knowledge Sharing in the Midst of Organizational Change

Cited by 25 publications

References 73 publications

Faultlines as the “Earth’s Crust”: The Role of Team Identification, Communication Climate, and Subjective Perceptions of Subgroups for Global Team Satisfaction and Innovation

Faultlines as the “Earth’s Crust”: The Role of Team Identification, Communication Climate, and Subjective Perceptions of Subgroups for Global Team Satisfaction and Innovation

The Mutual Constitution of Social Media Use and Status Hierarchies in Global Organizing

Network Resource Munificence, Geographical Dispersion and Inventor Performance

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