Empowering teams through social network ties

Zhong, Xing; Huang, Qian; Davison, Robert M.; Yang, Xuan; Chen, Huaping

doi:10.1016/j.ijinfomgt.2011.11.001

Cited by 79 publications

(77 citation statements)

References 95 publications

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“…It will be formed between the groups with different background, professional fields and in different cultural environment [12]. Gibbons proposed that in the workplace, the relationship between the peers is mostly the overlap of instrumental ties and expressive ties [13].…”

Section: B the Social Network Relationship And Interpersonal Trustmentioning

confidence: 99%

Research on Tacit Knowledge-Sharing Willingness in Trust Perspective—Empirical Analysis on Communication Enterprises

Ding¹,

Xue²,

Jingting³

2015

Proceedings of the 2015 International Conference on Electrical, Automation and Mechanical Engineering

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Abstract---The trust among organization members is an important factor influencing the tacit knowledge-sharing willingness. This paper studied the antecedents influencing the trust and the functional mechanism between trust and tacit knowledge-sharing willingness, which was based on the data of 213 copies of questionnaire from knowledge workers in communication enterprises with an empirical research through structural equation model. The results show that both affect-and institution-based trust among knowledge workers has a significant positive impact on tacit knowledge-sharing willingness while cognition-based trust insignificant; and instrumental ties, organizational fairness and affiliation is the antecedents influencing the trust.

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Section: B the Social Network Relationship And Interpersonal Trustmentioning

confidence: 99%

Research on Tacit Knowledge-Sharing Willingness in Trust Perspective—Empirical Analysis on Communication Enterprises

Ding¹,

Xue²,

Jingting³

2015

Proceedings of the 2015 International Conference on Electrical, Automation and Mechanical Engineering

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“…Density varies between 0 and 1, so that a contributor who communicated on all tasks would have a density of 1, while one with no interaction would have a density of 0. Individuals involved in highly dense communication network segments have been shown to dominate coordination and collective action [37], and are seen as most important to their teams [38]. We created a baseline using a similar approach to that used by Crowston et al [39], and selected all practitioners whose density measure was ≥ 0.33 (i.e., they communicated on a third or more of their teams' project tasks), and labeled them as top contributors or 'core developers'.…”

Section: Procedures and Metricsmentioning

confidence: 99%

The true role of active communicators

Licorish

MacDonell

2013

Proceedings of the 17th International Conference on Evaluation and Assessment in Software Engineering

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Context: Interest in software engineering (SE) methodologies and tools has been complemented in recent years by research efforts oriented towards understanding the human processes involved in software development. This shift has been imperative given reports of inadequately performing teams and the consequent growing emphasis on individuals and team relations in contemporary SE methods. Objective: While software repositories have frequently been studied with a view to explaining such human processes, research has tended to use primarily quantitative analysis approaches. There is concern, however, that such approaches can provide only a partial picture of the software process. Given the way human behavior is nuanced within psychological and social contexts, it has been asserted that a full understanding may only be achieved through deeper contextual enquiries. Method: We have followed such an approach and have applied data mining, SNA, psycholinguistic analysis and directed content analysis (CA) to study the way core developers at IBM Rational Jazz contribute their social and intellectual capital, and have compared the attitudes, interactions and activities of these members to those of their less active counterparts. Results: Among our results, we uncovered that Jazz's core developers worked across multiple roles, and were crucial to their teams' organizational, intrapersonal and inter-personal processes. Additionally, although these individuals were highly task-and achievement-focused, they were also largely responsible for maintaining positive team atmosphere. Further, we uncovered that, as a group, Jazz developers spent a large amount of time providing context awareness in support of their colleagues. Conclusion: Our results suggest that highperforming distributed agile teams rely on both individual and collective efforts, as well as organizational environments that promote informal and organic work structures.

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“…It is further expected the research will have theoretical and practical implications. (Wegner, 1987), and was introduced to explain intimate couples' ability to negotiate knowledge when faced with dis-98 ruptions in their group memory (Wegner, 1987;Zhong et al, 2012). Transactive memory exists as a collective system of 99 knowledge, and it entails each individual's memory system as well as the details of the interactions during communication 100 (Wegner, 1987).…”

mentioning

confidence: 99%

“…The results of Li and Huang (2013) suggested that TMS reinforces exploitative and 118 exploratory learning in the context of team learning. According to Zhong et al (2012), TMS is an effective knowledge-119 processing technique and can lead to improved team outcomes. They examined the relationship between TMS and team out-120 comes and the results showed that TMS had an impact on team outcomes through team efficacy.…”

mentioning

confidence: 99%