Use of Collaborative Technologies for Knowledge Management in Psychiatric Hospitals in Southwest Nigeria

Mousaion ◽  
2019 ◽  
Vol 37 (3) ◽  
Author(s):  
Oluyemi Folorunso Ayanbode ◽  
Williams Ezinwa Nwagwu
Keyword(s):  
Knowledge Management ◽  
Psychiatric Hospitals ◽  
Task Interdependence ◽  
Sample Survey ◽  
Team Members ◽  
Collaborative Technologies ◽  
Southwest Nigeria ◽  
Transfer And Retention ◽  
Retention Of Knowledge ◽  
Therapy Team

This article concerns the study examining the use of collaborative technologies (CTs) for the acquisition, creation, sharing, transfer, and retention of knowledge by therapy team members (TTMs) in psychiatric hospitals, and the determinants of the use of CTs as well as how they relate to knowledge management (KM) practices. The skills of the TTMs in the use of CTs were also investigated. Carried out within the positivist and constructivist paradigms, a sample survey was conducted among TTMs from two purposively selected psychiatric hospitals in Southwest Nigeria. Quantitative data was collected from self-administered questionnaires completed by 283 TTMs and was analysed using the Statistical Package for Social Sciences (SPSS) 22. Qualitative data was collected from interviews conducted with four heads of departments. The study showed that the TTMs in the relevant hospitals used 26 different CTs for knowledge acquisition, creation, sharing, transfer, and retention. The largest proportion (84.5%) of the respondents confirmed that skill in the use of CTs determined the use of CTs for KM practices. More than half (54.3%) of the TTMs were highly skilled in the use of CTs for KM practices. The findings suggested that the respondents were positively inclined towards the use of CTs and that they were involved in the use of various CTs to facilitate KM practices and processes. It was found that task interdependence was characteristic of the TTMs’ work in the selected psychiatric hospitals, and that, to benefit from the potential advantages of task interdependence and to effectively employ CTs in operations and processes, TTMs’ skills in the use of CTs should be developed. In addition, professional ties among experts in different fields of specialisation should be encouraged.

Collaborative technologies and knowledge management in psychiatric hospitals in South West Nigeria

2020 ◽  
pp. 026666691989556 ◽  
Author(s):  
Oluyemi Folorunsho Ayanbode ◽  
Williams E. Nwagwu
Keyword(s):  
Professional Development ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Psychiatric Hospitals ◽  
Sample Survey ◽  
Quantitative Research Methods ◽  
Team Members ◽  
Collaborative Technologies ◽  
Development Therapy ◽  
Therapy Team

This study examined the relationships among KM (knowledge creation, sharing), professional development, therapy team’s (TT’s) operation modes, interaction modes and collaborative technologies’ use determinants. A sample survey research design and mixed methods approach that combined quantitative research methods guided the study. Quantitative data was collected from 283 therapy team members in two psychiatric hospitals in Nigeria using a self-administered questionnaire. SPSS version 22 and SPSS (AMOS) version 23 were used to analyse the data. Knowledge creation and knowledge sharing impacted significantly on professional development. Therapy team members’ Intellectual capability, increased innovation, disciplinary specialisation and professional learning are dependent on their creation and sharing of knowledge. Disciplinary socialisation, transdisciplinary socialisation, collaboration and communication summarise their day-to-day operations. Collaboration and knowledge creation and sharing have a very strong relationship. Working together with colleagues is directly related with creation and sharing of both tacit and explicit knowledge. Learning by practical experience, brainstorming of ideas, sharing of clinical information and best practice of medical profession are positively impacted by collaboration. Documentation of such knowledge is needed to promote its sharing and safeguard knowledge loss in psychiatric hospitals.

Team Members’ Affective Responses to Patterns of Intragroup Interdependence and Job Complexity

2000 ◽  
Vol 26 (4) ◽  
pp. 633-655 ◽  
Author(s):  
Gerben Van Der Vegt ◽  
Ben Emans ◽  
Evert Van De Vliert
Keyword(s):  
Job Satisfaction ◽  
Affective Responses ◽  
Task Interdependence ◽  
Job Complexity ◽  
High Group ◽  
Affective Outcomes ◽  
Team Members ◽  
Job Commitment ◽  
Individual Level ◽  
Outcome Interdependence

In this questionnaire study, the relations between the affective reactions of 114 technical consultants and both intragroup interdependence and job complexity were examined. Individual-level task interdependence and job complexity were found to be positively related to individual job satisfaction, team satisfaction, job commitment, and team commitment. Cross-level interactions showed the positive relations between task interdependence and the affective outcomes to be stronger in high outcome interdependent teams than in low outcome interdependent teams. Specifically, a proper match between high task interdependence and high group-level outcome interdependence was found to produce more positive affective responses than “low-high” and “high-low” mismatches. The unfavorable effects of mismatched task and outcome interdependence on job satisfaction and job commitment were found to be mitigated by high levels of job complexity.

scholarly journals Influence of Personal and Task Interdependence on Task Conflict and Team Effectiveness

2016 ◽  
Vol 10 (4) ◽  
pp. 95 ◽  
Author(s):  
Jeffrey Lawrence D'Silva ◽  
Adriana Ortega ◽  
Abdul Hadi Sulaiman
Keyword(s):  
Team Effectiveness ◽  
Meta Analysis ◽  
Task Interdependence ◽  
Task Conflict ◽  
Personality Factors ◽  
Team Members ◽  
Information And Communication ◽  
The Subject ◽  
The Given ◽  
And Task

<p>Undeniably working in teams are important as tasks are getting more complicated and advanced as a result of globalization and the speedy growth of information and communication technology. This calls for effectiveness from team members to complete all interdependent sub-tasks to ensure that the given tasks achieve its’ desired objectives. During the process of implementing the tasks, teams are poised to face conflicts that may derail the completion of tasks. The focus of this paper is to examine the influence of personality factors and task interdependence on task conflict and team effectiveness. A meta-analysis on past studies was carried out to gather data on the subject matter. The input obtained will be pertinent for future researchers in further understanding the complexities associated with task interdependence and personality on task conflict and team effectiveness.</p>

Globalised Adoption of Knowledge Management in New Product Development: A Conceptual Framework from Project Management Perspective

2021 ◽  
Vol 12 (1) ◽  
pp. 37-37
Author(s):  
Bak Aun Teoh ◽  
Wei Hong Ling ◽  
Amlus Ibrahim
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Success Factors ◽  
Market Competition ◽  
New Product ◽  
Development Project ◽  
Team Members ◽  
The Impact

The growth in new knowledge and technology has substantially increased the complexity of the projects that is strongly influencing the time, cost, and quality of the project management. Due to the volatility of the current market, the effectiveness of knowledge management (KM) could reduce the project uncertainties, project life cycle costs, and risks of new product development (NPD). Since NPD is regarded as the key to innovation due to its strong connection between the knowledge and core competence, the ways how the knowledge will be captured, created, and shared among the project teams is important to remain competitive in today's business and market competition. Hence, the modes of how they are created and shared between the project team members as well as the impact of KM towards NPD will be discussed in this paper. KM are normally created and transferred through the conversion between explicit and tacit knowledge, which can be further applied into the project management. Furthermore, the existing knowledge of the organisation can be evaluated by the actions of decision makers, hence, it is undoubted that a better knowledge can lead to measurable efficiencies in production and product development. The key success factors of KM that have been implemented will be discussed in this paper as well, which help to increase the probability of project success. Keywords: New Product Development; Project Management; Knowledge Management; Globalisation

A learning-by-doing based framework for micro-knowledge management in project contexts

2020 ◽  
Vol 39 (4) ◽  
pp. 529-536
Author(s):  
Ibrian Caramidaru ◽  
Andreea Ionica ◽  
Monica Leba
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Human Resources Management ◽  
Relevant Literature ◽  
Learning By Doing ◽  
Lessons Learned ◽  
Staff Retention ◽  
Management Tools ◽  
Team Members ◽  
Coherent Integration

BACKGROUND: There is a general acknowledgement of projects as sites of knowledge creation, but in multi-project contexts, we witness at times a lack of robust procedures that would ensure harvesting the lessons learned. OBJECTIVE: This paper aims at providing an operational conceptual framework for micro-knowledge management, depicting knowledge as created by individuals performing project activities. METHODS: Documentation on relevant literature and observation of current managerial practices and tools, in order to use the underpinnings of experiential education for managing learning-by-doing knowledge creation. RESULTS: Developing the framework led to identifying the decision-making processes in micro-knowledge management and their correlation with human resources management Secondly - we have shown the need for a coherent integration of knowledge deliverables into the project management tools and practices, especially in the context of the COVID-19 pandemic. CONCLUSIONS: Micro-knowledge management points to a recurrent assessment of the opportunity for micro-knowledge codification and/or staff retention based on tacit professional or biographical knowledge of the project team members. The framework offers a balance between the detachment of knowledge from the owners, in codification, and affirming the irreducible tacit and personal dimensions of learning-by-doing.

The Effects of Knowledge Management on Team Members' Ratings of Project Success and Impact*

2003 ◽  
Vol 34 (3) ◽  
pp. 513-539 ◽  
Author(s):  
Donald B. Fedor ◽  
Soumen Ghosh ◽  
Steven D. Caldwell ◽  
Todd J. Maurer ◽  
Vinod R. Singhal
Keyword(s):  
Knowledge Management ◽  
Project Success ◽  
Team Members

Effects of Perceived Skill Dissimilarity and Task Interdependence on Helping in Work Teams

2005 ◽  
Vol 31 (1) ◽  
pp. 73-89 ◽  
Author(s):  
Gerben S. Van der Vegt ◽  
Evert Van de Vliert
Keyword(s):  
Business Students ◽  
Panel Study ◽  
Helping Behavior ◽  
Task Interdependence ◽  
Full Time ◽  
Management Game ◽  
Team Members ◽  
Management Group ◽  
Categorization Theory ◽  
And Task

This study examined the effects of perceived skill dissimilarity and task interdependence on individual team members’ helping behavior in a panel study of senior business students enrolled in a management game. The students were randomly assigned to 20 teams and functioned as a firm’s top management group during a full-time 3-week period. Questionnaire data were collected after the 1st and 2nd week. Consistent with self-categorization theory, the analyses showed perceived skill dissimilarity to decrease both self-reported and peer-rated helping behavior under conditions of low task interdependence and to increase an individual’s helping behavior under conditions of high task interdependence.

Knowledge sharing in ISD projects: role of task interdependence and social capital

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hyejung Lee ◽  
Jun-Gi Park ◽  
Jungwoo Lee
Keyword(s):  
Social Capital ◽  
Knowledge Sharing ◽  
Design Theory ◽  
Positive Impact ◽  
Analysis Data ◽  
Task Interdependence ◽  
Mediating Effect ◽  
Work Design ◽  
Content Type ◽  
Team Members

PurposeExtant literature on design theory has little empirical evidence about how work characteristics affect team interaction processes. This paper examines the knowledge-sharing process in information systems development (ISD) projects.Design/methodology/approachTask interdependence from work design theory was used as an antecedent of knowledge sharing for collaboration for the empirical analysis. Data were collected from 203 ISD project teams in South Korea to examine team social capital and knowledge sharing among team members.FindingsThe results indicate that task interdependence has a statistically significant impact on the knowledge-sharing process. The mediating roles of social capital and knowledge sharing are critical. Additionally, the effects of social capital change over time as long-term projects have different mechanisms than short-term ones.Originality/valueThe paper introduces a novel perspective (i.e. the adoption of task interdependence from work design theory) and integrates it with the research constructs that play important roles in ISD projects: knowledge sharing and teams’ social capital. In an ISD project team, which represents knowledge-intensive collaboration and has heterogeneous team characteristics, task interdependence has a positive impact on the team as predicted by work design theory. It verifies the mediating effect of social capital, particularly the changing influence of social capital with time.

Literacy/Numeracy Provision and its Effectiveness in Psychiatric Hospitals

1988 ◽  
Vol 51 (11) ◽  
pp. 395-396
Author(s):  
A M Borikar ◽  
J M Bumstead
Keyword(s):  
Psychiatric Hospitals ◽  
Small Sample ◽  
Occupational Therapist ◽  
Sample Survey ◽  
Numeracy Skills ◽  
Available Resources

For many years the occupational therapist has been involved in dealing with the lack of literacy/numeracy skills of psychiatrically ill people. With the growing emphasis on ‘back to the community’, this is a much needed service in psychiatric hospitals. This article attempts to assess, with its small sample survey, the provision of such a service in psychiatric hospitals and its effectiveness. The survey findings reveal that there is a huge gap in the available resources. The authors suggest possible ways that improvement can be achieved.

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