Knowledge Pathways and Performance: An Empirical Study of the National Laboratories in a Technology Latecomer Country

2019 ◽  
Vol 16 (03) ◽  
pp. 1950024 ◽  
Author(s):  
Pattravadee Ploykitikoon ◽  
Charles M. Weber
Keyword(s):  
Organizational Learning ◽  
Empirical Study ◽  
Team Performance ◽  
Group Performance ◽  
Positive Impact ◽  
Contextual Learning ◽  
Complex Relationship ◽  
Project Groups ◽  
Group Knowledge ◽  
And Performance

A broadly based, quantitative, empirical study of 208 R&D projects within the national laboratories (NLs) of a technology latecomer country (TLC) finds that the performance of R&D projects within the NLs of that TLC is highly dependent on the pathway by which knowledge enters the R&D project group that delivers the project or on how it is created therein. Performance also depends upon the mission of the NLs with which the project is aligned. These findings suggest that managers of R&D project groups within the NLs in this TLC can take a nuanced approach to organizational learning. They can improve the performance of individual R&D projects by emphasizing the knowledge pathways that have the greatest positive impact on the mission that is most important to the project. The study’s findings also provide theoretical insights that go beyond the context of NLs in TLCs. They explain why vicarious learning cannot be associated positively with team performance, and they suggest that contextual learning is positively correlated to team performance under specific circumstances, only. Moreover, the findings imply that extant theory on organizational learning is insufficiently granular to explain the apparently complex relationship between group knowledge and group performance.

scholarly journals Organizational Learning and Motivation: Assessing the impact on Employee Performance

2016 ◽  
Vol 5 (2) ◽  
pp. 355 ◽  
Author(s):  
Puja Sareen ◽  
Parikshit Joshi
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Positive Impact ◽  
Employee Performance ◽  
Employee Motivation ◽  
Primary Data ◽  
Hygiene Factors ◽  
And Performance ◽  
The Impact

<em>Organizational learning has the potential to improve organizational performance. For any organization to sustain long term benefits it requires to establish a mechanism to tap the knowledge and use this knowledge in taking future decisions. This study tries to capture the role of Organizational Learning and Employee Motivation and its impact on the Employees’ Performance. The study is exploratory and descriptive in nature. The questionnaire used for primary data collection has its items collected and derived from various standardized questionnaires available. The analysis of the primary data shows that there is a positive correlation between Organizational Learning and Organizational Performance. On understanding Herzberg theory of motivation the study came to conclusion that employees consider hygiene factors of motivation more significant than the motivator factors. The motivation level of employees in an organization has positive impact on the overall performance of any organization. The study helps the organizations to understand the relationship between learning and performance considering motivation as a mediating variable. </em>

Attack, Damage and Carry: Role Familiarity and Team Performance in League of Legends

2018 ◽  
Vol 62 (1) ◽  
pp. 130-134 ◽  
Author(s):  
Joshua A. Eaton ◽  
David J. Mendonça ◽  
Matthew-Donald D. Sangster
Keyword(s):  
Virtual Teams ◽  
Team Performance ◽  
Positive Impact ◽  
Social Constructs ◽  
Data Set ◽  
Team Members ◽  
Gaming Environment ◽  
And Performance ◽  
The Impact ◽  
League Of Legends

Objective: This research studies the impact of role familiarity on team performance by examining performance of the “Carry” role in the Multi-player Online Battle Arena gaming environment, League of Legends™. Background: Roles are typically defined as stable patterns of expectations, relationships, and behaviors. As social constructs, roles therefore include notions of status, relationships with additional social actors, and of defined sets of behaviors tied to the assigned role. We hypothesize that the importance of role familiarity in teams is mediated by the nature and extent of team members’ experience working together in defined roles. Methods: The data set used for this study is from League of Legends’ Application Program Interface and consists of ranked match play from 2011–2016. Results: ANOVA and visualization techniques are used to explore match-level data in order to address the proposed research questions. The proportion of time the same team member is assigned to the “Carry” role (role familiarity) has a direct and positive impact on team performance. Conclusions: This study shows how objective, detailed data on teamwork may be used to provide insights into questions of the composition and performance of teams. Additionally, the results illustrate the importance of role familiarity in the performance of teams. Application: This research highlights the value and feasibility of studying virtual teams for new insights into team performance.

The Level of Organizational Learning and its Impact on Job Performance: A Field Study at the Private Banks in Hodeida City

2021 ◽  
Vol 26 (4) ◽  
pp. 81-110
Author(s):  
Abdulkarem Qasem Ali Al-Baeem ◽  
Prof. Dr. Abdulmalek Ahmed Ahmed Al-Maamari
Keyword(s):  
Organizational Learning ◽  
Job Performance ◽  
Positive Impact ◽  
Demographic Variables ◽  
Decision Makers ◽  
Private Banks ◽  
Study Population ◽  
And Performance ◽  
Descriptive Method ◽  
Very High

This study aimed to identify the level of organizational learning and its impact on job performance at the private banks in Hodeida City. The analytical descriptive method was used and a questionnaire was administered to all employees at 8 private banks, selected by the complete census method. A hundred and sixty-four questionnaires were distributed, but only 135 questionnaires were returned and analyzed. Major findings revealed that there was a high positive impact for the dimensions of organizational learning on the level of job performance in the private banks in Hodeida. Also, the level of practicing organizational learning as well as job performance of the staff was very high. Further, there were no significant differences in the level of organizational learning and performance due to the demographic variables of the study population. It was recommended that banks should promote coordination with other banks and financial institutions, and support researches that would generate new knowledge and create an appropriate environment for creative decision makers.

Shared mental models as moderators of team process-performance relationships

2010 ◽  
Vol 38 (4) ◽  
pp. 433-444 ◽  
Author(s):  
Ying Zhou ◽  
Erping Wang
Keyword(s):  
Mental Models ◽  
Team Performance ◽  
Positive Impact ◽  
Project Planning ◽  
Shared Mental Models ◽  
Future Research ◽  
Team Process ◽  
Team Processes ◽  
And Performance ◽  
The Relationship

The effects of shared mental models on the relationship between episodic team behavioral processes and performance were investigated, while teams were using an experimentally stimulated construction project planning program. The results indicated that episodic team processes made positive contributions to the team performance. Furthermore, a hierarchical linear regression indicated that the convergence of shared teamwork mental models moderated the effects of team processes on team performance. Specifically, the positive impact of team processes on performance was found to be improved for those teams who shared more similar teamwork mental models than for teams who hold fewer similar teamwork mental models. Potential implications and relevant impacts on future research are discussed.

Corporate foresight organizational learning and performance: The moderating role of digital transformation and mediating role of innovativeness in SMEs

2021 ◽  
Vol 5 (4) ◽  
pp. 703-712 ◽  
Author(s):  
Hasan AlMujaini ◽  
Mohd Faiz Hilmi ◽  
Anas Abudaqa ◽  
Rashed Alzahmi
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
United Arab Emirates ◽  
Positive Impact ◽  
Digital Transformation ◽  
Mediating Effect ◽  
Corporate Foresight ◽  
And Performance ◽  
The Relationship

Corporate foresight is a capability that includes any structural or cultural element that enables the company to detect discontinuous change early. The purpose of the present study is to examine the direct impact of corporate foresight, and organizational learning on the performance dynamic of SMEs working in the United Arab Emirates (UAE). In addition, the study tries to analyze the moderating as well as mediating effect of digital transformation and innovativeness on the relationship between exogenous and endogenous constructs. A sample of 576 questionnaires were distributed among the owners/managers of different SMEs working in the region of UAE. However, a final sample of 354 respondents was empirically tested. The data was analyzed through a two-step approach where structural equation modelling (SEM) under SmartPLS was found to be very helpful to examine the direct and indirect relationship between the study variables. The study findings show that there is an insignificant but positive impact of corporate foresight on organizational performance whereas significant impact of organizational learning on organizational performance. Furthermore, the study found evidence for the moderating effect of digital transformation between organizational learning and innovation. Additionally, it is observed that innovativeness mediates the relationship between corporate foresight and performance dynamics. The study findings suggest that for exploring the relationship between corporate foresight, digital transformation, and organization the role of innovation and digital transformation is quite significant. The study findings suggest that both owners and managers at SMEs of UAE should attach more importance to innovative capabilities and digital transformation for achieving higher levels of organizational performance. Policy makers should reasonably consider the direct and indirect effect of study variables while considering high performance at the workplace.

The impact of commitment and climate strength on the relationship between trust and performance in cross-functional project teams

2016 ◽  
Vol 22 (3/4) ◽  
pp. 114-138 ◽  
Author(s):  
Marte Pettersen Buvik ◽  
Sturle Danielsen Tvedt
Keyword(s):  
Team Performance ◽  
Project Teams ◽  
Complex Relationship ◽  
Content Type ◽  
Team Members ◽  
Climate Strength ◽  
Multilevel Studies ◽  
And Performance ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this study is to shed more light on the complex relationship between trust and performance in the context of cross-functional project teams. This study presents a moderated mediation model that investigates the impact of team trust on team performance mediated by project commitment and moderated by climate strength (the consensus among team members on the level of trust). Design/methodology/approach To test the proposed model, data were collected from 179 project team members in 31 Norwegian construction project teams. Findings Results indicated that project commitment fully mediates the relationship between propensity and trustworthiness and team performance, while it partially mediates the relationship between cooperation and team performance. For monitoring, there results showed no mediation. The results yielded no support for the moderation effects of climate strength, suggesting that the mean-level approach to studying trust at the team level still is important. Research limitations/implications Cross-sectional survey data suffer from being unable to test causality and samples are relatively small. Future research should test the models on other samples and in combination with data other than self-report. Longitudinal and multilevel studies are also warranted. Practical implications The results suggest that trust has an impact on project commitment and both directly and indirectly on team performance. Interventions to develop a high trust climate in project teams can thus contribute to improved project performance. Originality/value This study offers new insight into the complex relationship between trust and performance and improves our understanding of trust in cross-functional project teams.

Authentic Leadership, Collective Efficacy, and Group Performance: An Empirical Study in China

2014 ◽  
Vol 42 (6) ◽  
pp. 921-932 ◽  
Author(s):  
Hui-Bing Xiong ◽  
Ping Fang
Keyword(s):  
Empirical Study ◽  
Collective Efficacy ◽  
Authentic Leadership ◽  
Group Performance ◽  
Positive Impact ◽  
Group Level ◽  
Individual Level ◽  
Work Related ◽  
Using Data ◽  
The Relationship

Because most researchers have conducted the increasing number of studies on the relationship between authentic leadership and work-related outcomes at an individual level, little is known of the mechanisms by which authentic leadership influences work-related outcomes at the group level. We conducted this empirical study at the group level using data from 301 employees of Chinese companies. Results indicated that each dimension of authentic leadership and authentic leadership as a whole had a significant impact on collective efficacy and group performance. Collective efficacy also had a significant positive impact on group performance, and partially mediated the relationship between authentic leadership and group performance.

Sign in / Sign up

Export Citation Format

Share Document