Virtual Teams Stress Experiment Proposal: Investigating the Effect of Cohesion, Challenge, and Hindrance on Knowledge Sharing, Satisfaction, and Performance

2017 ◽  
pp. 51-63
Author(s):  
Andree E. Widjaja
Keyword(s):  
Knowledge Sharing ◽  
Virtual Teams ◽  
And Performance ◽  
Stress Experiment

scholarly journals Team Leaders Matter in Knowledge Sharing: A Cross-Level Analysis of the Interplay between Leaders’ and Members’ Goal Orientations in the Chinese Context

2018 ◽  
Vol 14 (4) ◽  
pp. 715-745 ◽  
Author(s):  
Jiamin Zhang ◽  
Yi Wang ◽  
Marina Yue Zhang
Keyword(s):  
Knowledge Sharing ◽  
Goal Orientation ◽  
Goal Orientations ◽  
Team Leaders ◽  
Team Members ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
Approach Orientation ◽  
And Performance ◽  
The Relationship

ABSTRACTThis article investigates the impact of cross-level interplay between team members’ and their leaders’ goal orientations (learning, performance approach, and performance avoidance) on knowledge sharing using samples from design teams in two companies in China. Our results show that team leaders’ learning goal orientation plays a critical moderating role. Specifically, team leaders’ learning goal orientation strengthens the positive relationship between team members’ learning orientation and knowledge sharing; positively moderates the relationship between team members’ performance approach orientation and knowledge sharing; and weakens the negative relationship between team members’ performance avoidance orientation and knowledge sharing. Team leaders’ performance approach orientation demonstrates a positive moderating effect when there is congruence between the performance approach orientation of leaders and members. Finally, team leaders’ performance avoidance orientation negatively moderates the relationship between team members’ learning and performance approach orientation on knowledge sharing. This research enhances our understanding of the conditions under which knowledge sharing occurs among team members, using the lens of Trait Activation Theory.

Knowledge management, workplace climate, creativity and performance

2018 ◽  
Vol 30 (8) ◽  
pp. 592-612 ◽  
Author(s):  
Amro Alzghoul ◽  
Hamzah Elrehail ◽  
Okechukwu Lawrence Emeagwali ◽  
Mohammad K. AlShboul
Keyword(s):  
Job Performance ◽  
Knowledge Sharing ◽  
Authentic Leadership ◽  
Equation Modeling ◽  
Workplace Climate ◽  
Content Type ◽  
And Performance ◽  
The Impact ◽  
The Relationship

Purpose This study aims at providing empirical evidence pertaining to the interaction among authentic leadership, workplace harmony, worker's creativity and performance in the context of telecommunication sector. These research streams remain important issues and of interest as the world continues to migrate toward a knowledge-based economy. Design/methodology/approach Applying structural equation modeling, this study diagnosed the impact of Authentic leadership (AL) on employees (n = 345) in two Jordanian telecommunication firms, specifically, how it shapes workplace climate, creativity and job performance. The study also tests the moderating role of knowledge sharing in the model, as well as the mediating role of workplace climate on the relationship between AL and positive organizational outcomes. Findings The empirical result suggests that AL positively influences workplace climate, creativity and job performance; workplace climate positively influences creativity and job performance; workplace climate mediates the relationship between AL and creativity, and job performance; and knowledge sharing behavior moderates the relationship between AL and workplace climate. Originality/value This study highlights the magnificent power of AL and knowledge sharing, not only in shaping the workplace atmosphere but also in delineating how these variables stimulate creativity and performance among employees. The implications for research and practice are discussed.

Re-Examining Trust Development and Knowledge Sharing in Virtual Teams

2011 ◽  
pp. 82-97 ◽  
Author(s):  
Su Jin Son ◽  
Eun Jee Kim
Keyword(s):  
Knowledge Sharing ◽  
Virtual Teams ◽  
Process Model ◽  
Team Member ◽  
Trust Development ◽  
Global Companies ◽  
Stage Process

It is crucial to effectively identify and leverage organizational team member knowledge. As virtual teams are becoming increasingly common in global companies, knowledge sharing in virtual teams is gaining attention among practitioners and scholars. In particular, the role of trust in effective knowledge sharing has been emphasized among scholars. However, there have been few attempts to integrate trust and knowledge sharing behaviors in virtual teams. Therefore, the purpose of this chapter is to present the integrative perspective of knowledge sharing and trust in virtual teams. The authors thoroughly explore the existing literature on different approaches to trust and the knowledge sharing process and then introduce an integrative three-stage process model of trust and knowledge sharing in virtual teams.

A Work Roles and Leadership Functions of Managers in Virtual Teams

2008 ◽  
pp. 1198-1213
Author(s):  
Udo Konradt ◽  
Julia E. Hoch
Keyword(s):  
Virtual Teams ◽  
Middle Managers ◽  
Leadership Roles ◽  
Competing Values ◽  
Work Roles ◽  
Line Managers ◽  
Team Success ◽  
Leading Position ◽  
Frame Work ◽  
And Performance

This study examined the perceived importance of line managers and middle managers in virtual teams of what work roles and leadership functions are necessary to promote virtual team success and performance. Using Quinn’s (1988) competing values frame-work it was found that control-related roles of directors and producers were perceived to be most important. With years in a leading position, the repertoire of leadership roles needed to successfully lead virtual teams declined. Additionally, middle managers compared to line managers perceived people oriented leadership functions (i.e., mentor and facilitator roles) and flexibility-related work roles (i.e., innovator and mentor roles) as more important whereas line managers compared to middle managers perceived stability leadership functions (i.e., monitor and coordinator roles) as more important. Theoretical and methodological implications are discussed.

Forming Trust in Virtual Writing Teams

2010 ◽  
pp. 88-111 ◽  
Author(s):  
Sean D. Williams
Keyword(s):  
Virtual Teams ◽  
Social Presence ◽  
Collaborative Writing ◽  
Virtual Team ◽  
General Concept ◽  
Team Members ◽  
Performance Orientation ◽  
Use Of Technology ◽  
Trust Formation ◽  
And Performance

This chapter explores collaborative writing in virtual teams, and, particularly, trust formation in virtual writing teams, to help those who create or work in virtual writing teams to understand the importance of trust. In order to build the case for trust as the key component in teams, the chapter presents important background on teams as a general concept. In particular, it considers the constituents of quality teams, which include small team size, diverse team membership, interdependent relationships, shared team vision, articulated processes, and performance orientation. The chapter then elaborates on the role of trust in teams, presenting it as the key feature for any type of team environment. Based on this background, the chapter then differentiates the general concept of teams from virtual teams in particular, arguing that virtual teams must address specific considerations in order to build trust. Such considerations include the composition of the team, where team members possess a propensity to trust; the proper use of technology in the virtual team, so that the medium matches the communicative need; and social presence, or the ways that virtual teams can build trust by using communication behaviors to demonstrate to others that they share understanding. The chapter combines the general team considerations with the virtual team considerations into a rubric for building strong virtual teams based upon four major categories: team traits, team actions, individual traits, and environment traits. The chapter concludes with suggestions for future study.

Using Social Networking Analysis to Facilitate Knowledge Sharing in the British Council

2009 ◽  
pp. 1905-1914
Author(s):  
Bonnie Wai-yi Cheuk
Keyword(s):  
Knowledge Management ◽  
Social Networking ◽  
Knowledge Sharing ◽  
Virtual Teams ◽  
Global Leadership ◽  
Shared Knowledge ◽  
Global Databases ◽  
Communication Practice ◽  
British Council ◽  
Km Strategy

Prior to the establishment of the Knowledge Management (KM) strategy, the British Council defined knowledge as objects. Knowledge sharing was about sharing documents and information on the intranet or via global databases. Since December 2002, Dervin’s Sense-Making Methodology has been applied to manage knowledge. Knowledge is seen not as a product that can be transferred from one colleague to another but as a communication practice. This means that shared knowledge has to be interpreted and made sense of by its recipients through genuine dialogue. During this phase of KM implementation, the focus shifted to linking up colleagues and providing space for dialogue through building global communities of practice and virtual teams. This article presents an example of how we have used the theory of Social Networking Analysis as a diagnostic tool to promote knowledge sharing among our newly formed 30-people global leadership team. The three steps we have taken to carry out the exercise and its limitations also are discussed.

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