EXPLORATION OF THE RELATIONSHIP AMONG COHESION, KNOWLEDGE SHARING, AND TEAM PERFORMANCE OF DESIGN STUDENTS DURING GRADUATION PROJECT

2019 ◽  
Author(s):  
Hsi-Hsun Yang ◽  
◽  
Yi-Tzu Lin ◽  
Keyword(s):  
Knowledge Sharing ◽  
Team Performance ◽  
Design Students ◽  
Graduation Project ◽  
The Relationship

Servant Leadership and Team Performance: The Mediating Role of Knowledge-Sharing Climate

2015 ◽  
Vol 43 (10) ◽  
pp. 1749-1760 ◽  
Author(s):  
Chanhoo Song ◽  
Kwangseo Ryan Park ◽  
Seung-Wan Kang
Keyword(s):  
Servant Leadership ◽  
Knowledge Sharing ◽  
Team Performance ◽  
Sales Performance ◽  
Regression Analyses ◽  
Direct Sales ◽  
Mediating Role ◽  
The Relationship ◽  
Practical Implications

We examined servant leadership as a precursor to a knowledge-sharing climate and demonstrated the mediating role of knowledge-sharing climate in the relationship between servant leadership and team performance. Data from 67 teams, comprising 1,884 direct sales representatives of a large cosmetics company in South Korea, were analyzed at the team level. Actual team sales data were obtained from the company 3 months after surveying, and regression analyses and bootstrapping were used to test the hypotheses. The results showed 2 key findings: servant leadership positively affected the knowledge-sharing climate of the team; and knowledge-sharing climate mediated the relationship between servant leadership and team sales performance. Theoretical and practical implications of the findings are discussed.

The effect of team empowerment on team performance

2016 ◽  
Vol 27 (1) ◽  
pp. 62-87 ◽  
Author(s):  
Xueting Jiang ◽  
Hector R. Flores ◽  
Ronrapee Leelawong ◽  
Charles C. Manz
Keyword(s):  
Knowledge Sharing ◽  
Team Performance ◽  
Cultural Context ◽  
Power Distance ◽  
Group Conflict ◽  
Moderating Effects ◽  
Content Type ◽  
Long Run ◽  
Team Empowerment ◽  
The Relationship

Purpose – Based on extant literature on empowerment and team management, this paper aims to examine the effect of power distance and collectivism on the relationship between empowerment and team performance through the mechanisms of knowledge sharing and intra-group conflict. Design/methodology/approach – This paper conceptualizes a model depicting the relationship between team empowerment and team performance across cultures. Findings – The authors argue that team empowerment can increase both knowledge sharing and intra-group conflict in working teams. Knowledge sharing facilitates team performance, while intra-group conflict impairs team performance in the long run. Team empowerment yields different team performance across cultures due to the respective moderating effects of power distance and collectivism. Originality/value – This paper explicates the moderating roles of power distance and collectivism on the relationship between empowerment, knowledge sharing, intra-group conflict and team performance. The authors suggest that the effectiveness of team empowerment is contingent on the cultural context that the team operates in.

Exploring the psychological safety of R&D teams: An empirical analysis in Taiwan

2012 ◽  
Vol 18 (2) ◽  
pp. 175-192 ◽  
Author(s):  
Chi-Cheng Huang ◽  
Pin-Chen Jiang
Keyword(s):  
Knowledge Sharing ◽  
Team Performance ◽  
Team Learning ◽  
Psychological Safety ◽  
Research Model ◽  
Speaking Up ◽  
Team Members ◽  
Antecedents And Consequences ◽  
Using Data ◽  
The Relationship

AbstractR&D is uncertain work that involves the knowledge, skills, or perspectives of team members. When R&D teams develop new products or technologies, the need for psychological safety within the teams is increasingly emphasized. If R&D team members perceive that team psychological safety exists, they may be willing to offer knowledge or perspectives during the development process because they are not afraid of being rejected or embarrassed for speaking up. However, the application of the theory of team psychological safety to R&D teams is considerably limited. This study explores the antecedents and consequences of team psychological safety in R&D teams. Our research model is assessed using data from a sample of 245 team members from sixty technology R&D teams at a leading R&D institute and is analyzed using the partial least squares (PLS) method. The results of this study suggest that: (1) social capital exerts a positive and significant effect on team psychological safety; (2) team psychological safety has a positive and significant impact on team performance; (3) knowledge sharing and team learning positively and significantly mediate the relationship between team psychological safety and team performance; and (4) knowledge sharing exhibits a positive and significant effect on team learning. This study also discusses the implications of team psychological safety for R&D teams.

Exploring the psychological safety of R&D teams: An empirical analysis in Taiwan

2012 ◽  
Vol 18 (2) ◽  
pp. 175-192 ◽  
Author(s):  
Chi-Cheng Huang ◽  
Pin-Chen Jiang
Keyword(s):  
Knowledge Sharing ◽  
Team Performance ◽  
Team Learning ◽  
Psychological Safety ◽  
Research Model ◽  
Speaking Up ◽  
Team Members ◽  
Antecedents And Consequences ◽  
Using Data ◽  
The Relationship

AbstractR&D is uncertain work that involves the knowledge, skills, or perspectives of team members. When R&D teams develop new products or technologies, the need for psychological safety within the teams is increasingly emphasized. If R&D team members perceive that team psychological safety exists, they may be willing to offer knowledge or perspectives during the development process because they are not afraid of being rejected or embarrassed for speaking up. However, the application of the theory of team psychological safety to R&D teams is considerably limited. This study explores the antecedents and consequences of team psychological safety in R&D teams. Our research model is assessed using data from a sample of 245 team members from sixty technology R&D teams at a leading R&D institute and is analyzed using the partial least squares (PLS) method. The results of this study suggest that: (1) social capital exerts a positive and significant effect on team psychological safety; (2) team psychological safety has a positive and significant impact on team performance; (3) knowledge sharing and team learning positively and significantly mediate the relationship between team psychological safety and team performance; and (4) knowledge sharing exhibits a positive and significant effect on team learning. This study also discusses the implications of team psychological safety for R&D teams.

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