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Ali E. Akgün Gary S. Lynn Halit Keskin Derya Dogan 《International Journal of Information Management》2014
This study investigates the antecedents and consequences of team learning, which is composed of information acquisition, dissemination, and implementation, in information technology (IT) implementation projects. By investigating 129 IT implementation project teams, we found that (1) information acquisition and information dissemination have a positive impact on project outcomes, such as speed-to-users, lower implementation cost, and operational effectiveness, and (2) team behavior and enabler variables, such as teamwork, team communication, interpersonal trust between team members, team commitment, and senior manager support, positively influence team learning. We also found that team anxiety moderates the relationship between team learning and project outcomes. 相似文献
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This paper aims to explore the influence of informal governance mechanisms (IGMs) on knowledge integration (KI) within cross-functional project teams (CFPTs). In order to achieve this objective, we provide a novel and distinct perspective – social capital (SC). From this perspective, we analyse three dimensions of IGMs, that is, social interaction, social trust and social cognition. Propositions on underlying influencing mechanisms of the three dimensions on KI are then empirically tested using qualitative data from semi-structured interviews and quantitative data from questionnaire surveys. Results indicate that strong social ties, mutual trust and formation of shared vision facilitate KI within CFPTs. In addition, communication platforms are encouraged to provide more opportunities for team members to exchange knowledge. This paper provides suggestions for both knowledge governance theory and project management practice. 相似文献
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已有研究将社会资本作为获取外部知识的渠道,隐含假设是社会资本具有知识流入效应。由于知识分享的相互性,社会资本实质上还具有知识流出效应。已有研究主要强调知识流入效应,是因为私有协同创新中的知识分享存在有意识的控制机制和组织边界,从而有效地抑制了知识流出。在共有协同创新网络中,创新团队间边界模糊且知识分享不受限制,导致知识流出效应显著增强。本文以共有协同创新网络为背景,探讨创新团队社会资本对新产品流行度的差异化影响以及如何控制该影响。通过收集开源平台SourceForge上1595个项目和8186个志愿者信息,结果发现创新团队度中心性对新产品流行度具有倒U型作用;桥中心性和接近中心性可提升新产品流行度。团队知识利用则有利于延缓社会资本的负面效应,强化其正面效应。 相似文献
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We present and empirically validate a Coopetitive Model of Knowledge Sharing that helps understand the forces underlying High-Quality Knowledge Sharing in multiparty software development teams. More specifically, we integrate the Coopetitive Model of Knowledge Sharing and Social Interdependence Theory to explain the forces behind High-Quality Knowledge Sharing in cross-functional software development teams. Based on the analysis of data collected from 115 software development project managers, we explore the mechanisms through which simultaneous cooperative and competitive behaviors drive High-Quality Knowledge Sharing among cross-functional team members. We also show how multiple interdependencies that are simultaneously set in motion engender cooperative and competitive behaviors. This study is the first study that encompasses both the antecedents of simultaneous cooperative and behaviors and the mechanisms through which simultaneous cooperation and competition influence knowledge sharing behaviors. The model adds to the emerging contingency perspective pertaining to the study of cooperation and competition in system development teams. 相似文献
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增强高校科研创新团队内部知识转移绩效时于提高组织学习能力、促进组织蓬勃发展具有重要意义.通过来自于江苏省高校科研创新团队成员的136份有效问卷调查,从知识特性、情境特征、知识源特征、知识接收者特征四个方面,实证研究了高校科研创新团队内部知识转移的关键影响因素.经过统计检验,验证了知识因果模糊性、学习文化、制度支持、知识源沟通编码能力、知识接收者沟通解码能力、吸收能力、团队规模、团队结构对于高校科研创新团队内部知识转移绩效的显著性影响.通过识别关键影响因素,提供管理策略,以促进知识转移绩效和知识创新. 相似文献
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This exploratory investigation contributes empirical findings on the relationship between emotional intelligence and the use of knowledge transfer methods in the project environment. Emotional intelligence can be generally defined as the ability to effectively recognize and manage emotions to achieve individual and/or group objectives. Knowledge transfer has been generally defined as the process in which knowledge flows from knowledge sources to knowledge recipients. An exploratory hypothesis was tested using data collected from project managers and members of project teams from a variety of project-based organizations. The findings of this study suggest that there are noteworthy relationships between emotional intelligence factors and the use of specific methods to transfer knowledge within and across projects. The results of this investigation can be used by knowledge management researchers as a foundation for further research and development in the area of knowledge transfer and sharing in the project environment. 相似文献
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顶岗实习是高职院校工学结合、校企合作人才培养模式下不可或缺的实践教学环节,如何加强对顶岗实习的有效管理、提升学生就业竞争力是高职院校一直以来探索的重点内容之一。基于此,本文将项目管理的理论引入到顶岗实习管理中,从项目申请、评价审批、执行和控制、自我总结、终审考核等方面对顶岗实习管理模式进行思考和探索。 相似文献
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知识转移过程模式的理论模型研究述评 总被引：1，自引：0，他引：1
知识已经成为企业的重要生产要素,外部性和非排他性使得知识的转移与分享能够创造出几倍于知识本身的价值.对于知识是如何在不同个体、团队和组织的内部及其之间实现转移,许多学者提出了很有创意的理论分析模型.通过对国内外学者对于知识转移过程模式经典模型的研究评述,形成了对知识管理领域研究的几点启示. 相似文献
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Srinivas Nidhra Muralidhar Yanamadala Wasif Afzal Richard Torkar 《International Journal of Information Management》2013
Context
In this article we considered knowledge transfer (KT) in global software development (GSD) from two perspectives, state-of-the-art and state-of-the-practice, in order to identify what are the challenges that hamper the success of KT in global software teams, as well as to find out what are the mitigation strategies that can be used to overcome such challenges.Objectives
The overall aim of this work is to provide a body of knowledge for enabling successful KT in GSD settings. This is achieved by an in-depth understanding of KT challenges and mitigation strategies, both from the perspective of literature and industry. It also identifies the similarities and differences in challenges and strategies gathered from literature studies and industrial experts.Methods
In order to fulfill the aim of the research, we collected data through a systematic literature review (SLR) and conducted interviews with industrial experts. Through the SLR we found 35 primary studies relevant to our objectives. We also conducted eight interviews of experienced industrial professionals from eight different multinational companies world-wide. For analyzing the data we used grounded theory and cross-case analysis.Results
In total, 60 different challenges and 79 unique mitigation strategies are identified from both SLR and interview results. The challenges and mitigation strategies are grouped into three core categories of personnel, project and technology factors, thus giving rise to a conceptualization called as 2PT factors. There are greater numbers of challenges and mitigation strategies in the project and personnel factors, highlighting the complex interplay of project-related and human-intensive issues in GSD projects, while the technology factor plays the role as facilitator in transferring knowledge. The study also maps the mitigation strategies to challenges, which can guide practitioners in their selection of strategies to use for overcoming KT challenges in GSD.Conclusions
We conclude that effective management of project and personnel factors, facilitated by technological factors, are crucial for a successful transfer of knowledge in GSD projects. Thus in future, the researchers and practitioners need to focus on the 2PT factors for ensuring effective KT in GSD settings. 相似文献13.
在调研并分析了研发团队知识交流网络结构特性的基础上,建立了团队知识交流的Watts-Strogatz网络模型;研究了在四种知识交流对象选择偏好下,关键知识员工离职对团队的知识增长率、知识交流充分度及知识交流相关度的影响问题。研究结果表明：（1）研发团队的知识交流网络具有小世界特性;（2）关键知识员工离职影响团队知识交流成效,影响程度因对象选择偏好不同而不同;（3）＂就高选择＂条件下,知识交流成效的稳健性最好。 相似文献
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Stefano Basaglia Leonardo Caporarello Massimo Magni Ferdinando Pennarola 《International Journal of Information Management》2010
Previous research considering a normative perspective for fostering knowledge integration at the team level of analysis underscores that teams are often reluctant to share important knowledge among their members. In the attempt to provide a wider perspective on team knowledge integration, we take a different perspective, basing our arguments on team climate theoretical framework. Specifically, we argue that an autonomy and experimental climate (i.e. shared perception that the team supports autonomous action and experimentation and risk taking) can favor the team's ability to integrate members’ knowledge. Indeed, focusing on members’ willingness to contribute to team well-being, team autonomy and experimental climate may enhance the team's capability to integrate knowledge enabled by the IT infrastructure (IT knowledge integration capability). We tested our research model on a sample of 410 members and leaders of 69 organizational work teams. Results show the critical role played by team climate in favoring IT knowledge integration capability, which in turn affects team outcomes. 相似文献
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While the concept of wisdom, which refers to how people make right use of their knowledge through their practical actions, judgments, and ethical decisions, in general attracts researcher interest in a variety of disciplines, such as philosophy, psychology and management studies, little is known about how wisdom is conceptualized and then operationalized in the software development project team context. Based on the frameworks for philosophical, group and organizational wisdom, this paper identifies software development project team wisdom as a process for how team members best use the stock and flow of their knowledge through collective judgment, virtue-ethics, emotions/feelings, and effective decision-making during their project-related efforts. Adapting the efforts and functional similarities of both group and organizational wisdom practices, this effort determines that wisdom-related mechanisms (e.g., team diversity, networking with other teams and people, and their past experiences), joint epistemic actions (e.g., team reasoning, intuition, and aesthetic capacity), and team virtue and prudence become the different faces of the software development team wisdom process. We then propose how these different faces interrelate and how they also relate to project process effectiveness, such as team learning and speed-to-users, both of which have been rarely addressed empirically in the context of software development project teamwork.By examining 210 in-house software development project teams in a field study and using structural equation modeling analysis, our results empirically show the following: (a) software development wisdom-related mechanisms positively relate to software development team prudence and virtue and their joint epistemic actions, (b) software development team prudence and virtue are positively associated with software development team joint epistemic actions, and further (d) software development team joint epistemic actions are positively associated with software development project process effectiveness. We conclude by discussing our findings as they relate to the wisdom framework of software development project teams and suggest the key managerial implications for different types of software development projects. 相似文献
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Xiaogang Chen Xue Li Jan Guynes Clark Glenn B. Dietrich 《International Journal of Information Management》2013
The extant studies have not empirically examined the possible team cognitive mechanisms that facilitate knowledge sharing in OSS teams, even though knowledge sharing is a cognitive task and an OSS team is a complex cognitive system. To fill this research gap, we adopt the perspective of transactive memory system (TMS) to explore the relationships among TMS, knowledge sharing, communication quality, and technical achievement of OSS teams. By analyzing data from 95 OSS projects with the partial least squares (PLS) method, our study demonstrates that several TMS dimensions have positive impacts on knowledge sharing behaviors and communication quality. Moreover, communication quality positively influences technical achievement of OSS teams. These findings provide useful implications for literature and practice. 相似文献
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Minna JanhonenAuthor Vitae Jan-Erik JohansonAuthor Vitae 《International Journal of Information Management》2011,31(3):217-225
This study aims to find out how different processes of knowledge management and patterns of social networking affect team performance. Our data on teams originate from a sample of different organizations from a variety of both public and private industries in Finland (76 teams; 499 employees). One of the main deficiencies in the current literature on knowledge and networks is that they tend to concentrate on specific types of teams in a single organization context. Our aim was to put the team phenomenon into an everyday context by analysing the interplay of knowledge creation and social networks in teams which function on a permanent basis in a variety of industry contexts. Both knowledge creation and social networking contributed to performance, but the results showed that whereas team members see the knowledge conversion processes as central to performance, top management emphasize the importance of social networks in value creation. In our examination, lively interaction between team members, combined with team leaders’ intra-organizational networks, contributed to team performance. 相似文献