Evolutionary Group Dynamics

Kameda, Tatsuya; Vugt, Mark van; Tindale, R. Scott

doi:10.1016/b978-0-08-097086-8.81040-5

Cited by 5 publications

(6 citation statements)

References 56 publications

(39 reference statements)

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“…Furthermore, a transactive memory system can also be formed amongst members through ICTs. Transactive memory system relates to identifying who knows what in the groups and organisations (Kumar and Ganesh, 2009), in which this system can be formed very quickly through social interaction (Kameda et al , 2015). Empirical findings of Choi et al (2010)’s study suggest that the development of transactive memory through IT support investment can lead to effective KS and KA amongst group members.…”

Section: Review Findings and Discussionmentioning

confidence: 99%

“…Often, each member specialises in different areas. By drawing a line on one’s knowledge specialisation, members are quite fast at recognising and using each other’s expertise (Kameda et al , 2015). Additionally, Alavi and Tiwana (2002) contend that TMS allows members to pool knowledge for problem-solving and enhances their ability to integrate knowledge – which is a crucial aspect of KA .…”

Section: Review Findings and Discussionmentioning

confidence: 99%

“…Often, each member specialises in different areas. By drawing a line on one's knowledge specialisation, members are quite fast at recognising and using each other's expertise (Kameda et al, 2015).…”

Section: Information and Communication Technologies Supportmentioning

confidence: 99%

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Human resource management practices in creating a committed workforce for fostering knowledge transfer: a theoretical framework

Ishak

Islam

Sumardi

2021

VJIKMS

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Purpose This paper aims to review existing literature on the role of human resource management (HRM) practices in nurturing employee’s organisational commitment (OC), which subsequently promoting knowledge transfer (KT) within an organisation and propose a conceptual framework for future empirical research. Design/methodology/approach An extensive review of existing literature was undertaken in an attempt to build the conceptual model for KT. Findings The proposed conceptual framework illustrates the role of OC as a focal mediating mechanism in fostering KT. This paper identifies “high commitment” HRM (HCHRM) (e.g. staffing, job design, training and development, performance appraisal and reward system) as the factors influencing the development of OC, which subsequently affecting KT (i.e. knowledge sharing and application). Also, this paper integrates the potential moderating roles of leader-member exchange (LMX) between HCHRM practices-OC, as well as information and communication technology support in the OC-KT linkage into the proposed framework. Research limitations/implications This paper presents a comprehensive view of fostering KT. However, the major limitation of this paper is that it remains at a conceptual level. Further empirical investigations would be helpful to test propositions, hence validating the proposed conceptual framework. Practical implications The proposed conceptual framework could serve as practical guidance for managers and/or practitioners in developing policies that will facilitate KT in business organisations. Originality/value While KT is often viewed as a single phenomenon, this paper considers the KT into two components (i.e, sharing and application) in accordance with the practice-based perspective on knowledge and behavioural approach to KT. In addition, the adoption of the general workplace commitment model in conceptualising KT could further validate its applicability in knowledge management research. Also, the integration of LMX as a moderator in the proposed framework could contribute to the scant research on LMX-related moderation models upon validation.

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Section: Review Findings and Discussionmentioning

confidence: 99%

Section: Review Findings and Discussionmentioning

confidence: 99%

See 1 more Smart Citation

Human resource management practices in creating a committed workforce for fostering knowledge transfer: a theoretical framework

Ishak

Islam

Sumardi

2021

VJIKMS

View full text Add to dashboard Cite

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“…If beliefs about humans (Zahavi, 2008) are firmly grounded in specific cultural/societal environments (Gopnik & Wellman, 2012) then it may be the case that people adjust their trust levels properly in response to their respective local conditions (Yamagishi, 2011). Investigating the ecological rationality (Gelfand et al, 2011; Kameda, Van Vugt, & Tindale, 2015) of beliefs about others' trustworthiness would seem to be an important avenue for future research.…”

Section: Discussionmentioning

confidence: 99%

Investor's Pessimistic and False Belief About Trustworthiness and Stake Size in Trust Decision¹

2020

Self Cite

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Trust is a vital element of any society. Previous studies using trust games have provided insight into understandings of trusting behavior. However, investors' behaviors can be confounded by their risk preferences in the game, and little is known about the relationship between stake size and beliefs of others' good intentions underlying trust. We thus used a variant of the trust game and conducted two experiments to examine how stake size affects investors' beliefs about receivers' trustworthiness, with model-based analyses. We showed that, when holding all else equal, investors trusted more, but their expectations of reciprocation declined as stake size increased. However, actual receivers' reciprocation rates showed the opposite trend to investors' pessimistic beliefs. Furthermore, following previous studies in social psychology, we hypothesized that investors' social preferences (social value orientation) moderated the beliefs underlying trust, but they had no explanatory powers in investors' expectations of reciprocation. These results suggest that peoples' naive beliefs about stake size play a more important role in trust decisions than expected.

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“…CDM aims to promote a shared understanding of the problem or issue, and to identify and evaluate potential solutions. Through collaboration, stakeholders can leverage their collective knowledge, expertise, and perspectives to arrive at a decision that is mutually agreeable and beneficial for all parties involved [30][31][32][33].…”

Section: Research Design: Collaborative Decision Makingmentioning

confidence: 99%

Characterization of Tasks and Skills of Workers, Middle and Top Managers in the Industry 4.0 Context

2023

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This study intends to make a characterization of the main tasks and skills needed to face the Industry 4.0. Moreover, it gives special attention to the different company’s hierarchical levels. To achieve the goals of this paper, a methodology based on Collaborative Decision Making method was used. Firstly, thirty participants were interviewed to understand their point of views. Next, they were split into Group Works to refine the results. Finally, a Group Concordance took place to create the final list of tasks and skills. The skills were organized into four categories: Technical, Social, Methodological and Personal. The results show different requirements in each level. In the Workers level, due to the presence of more technical tasks, eight of the top ten skills belong to the Technical category. In the Middle Managers level, there are tasks of both leading and analyzing nature and thus the top ten skills needed are split through the four categories. Finally, in the Top Managers level, due to the presence of mainly strategy tasks, the top ten skills are split between the Methodological and Social categories. To the authors’ knowledge, this is one of the first studies to use a Collaborative Decision Making methodology to develop a set of tasks and skills that future work environments will demand on the different hierarchical levels of the organization.

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Evolutionary Group Dynamics

Cited by 5 publications

References 56 publications

Human resource management practices in creating a committed workforce for fostering knowledge transfer: a theoretical framework

Human resource management practices in creating a committed workforce for fostering knowledge transfer: a theoretical framework

Investor's Pessimistic and False Belief About Trustworthiness and Stake Size in Trust Decision¹

Characterization of Tasks and Skills of Workers, Middle and Top Managers in the Industry 4.0 Context

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Evolutionary Group Dynamics

Cited by 5 publications

References 56 publications

Human resource management practices in creating a committed workforce for fostering knowledge transfer: a theoretical framework

Human resource management practices in creating a committed workforce for fostering knowledge transfer: a theoretical framework

Investor's Pessimistic and False Belief About Trustworthiness and Stake Size in Trust Decision1

Characterization of Tasks and Skills of Workers, Middle and Top Managers in the Industry 4.0 Context

Contact Info

Product

Resources

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Investor's Pessimistic and False Belief About Trustworthiness and Stake Size in Trust Decision¹