Value Oriented Developmental Interaction Capability: A Driver for Teamwork Performance

Abstract

The objective of this research is to develop a conceptual model, by proposing the concept of value oriented developmental interaction capability, to fill in the research gap between knowledge sharing and team performance among the functional teams in the organization, then testing the model in the hotel industries in Yogyakarta Special Region and Central Java Province in Indonesia. Adopting the interaction theory and the concept of work values, the concept of value oriented developmental interaction capability is introduced and inserted in the research model for mediating the influence of knowledge sharing to teamwork performance. A purposive sampling is adopted in inviting employee in a hospitality industry sector to participate in this research. Following the acceptance of the regression coefficients, the Sobel test statistics is conducted and proving the role of value oriented developmental interaction capability as a mediator between knowledge sharing and teamwork performance.

Enhancing Innovative Performance through Extra-role Creativity: An Empirical Study

“…Employees are said to have high self-efficacy when they believe that they have capacity and capability to develop new ideas and then make precise decision regarding work quality and execute control over it (Bandura, 1999). Employees with high self-efficacy do not give up easily and have enough courage to build interpersonal strength to attain both their individual and organizational goals (Sulistiyani & Ferdinand, 2018).…”

“…At individual level, the process or skill to compile new ideas with new methods has relevance with the so called creativity (Teresa M. Amabile, 1998). The capability of organizational members to develop new competence, to produce creative solution, and to socialize the knowledge about that, as stated by Sulistiyani and Ferdinand (2018), and also the capability not only to think conductively and conveniently without pressure but also to think energetically and spontaneously, as asserted by (Teresa M. Amabile & Pratt, 2016), all will take organizational members to innovative performance. Employees who are given autonomy and able to develop creative ideas spontaneously will always can implement innovative behavior.…”

Knowledge Sharing and Business Performance: The Role of Innovative Behavior

“…The capability of organizational members to develop new competence, to produce creative solutions, and to socialize the knowledge about that, as stated by [8], and also the capability not only to think conducively and conveniently without pressure but also to think energetically and spontaneously, as asserted by [9], all will take organizational members to innovative performance. Employees who are given autonomy and able to develop creative ideas spontaneously will always be able to implement innovative behavior.…”

“…Knowledge sharing among members or perspectives in task-related debates, teams can discuss disagreements and promote organizational learning there by establishing a common understanding for task assessment or decision making. Therefore, task conflict can be managed well by increasing knowledge sharing.Integrating knowledge and skills for selfadvancement, feeling of continuous learning as a personal need and mastering ways for coping with organizational challenges as Intrinsic work values [8]. The following hypothesis is proposed: H1: knowledge sharing positively influences innovative behavior…”

“…In innovative work behavior, the meaning of work values includes:work process updated through well-organized information through interaction within the teamwork, recognition of selfcompetence as an extrinsic work value. Get empowered personal capability an influencing person for helping the others in the teamwork as a prestige work values cultivated in a team member [8]. Innovative performance is a multidimensional concept, and one of constitutive dimensions is generating ideas [13].…”