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Modelling High-Quality Knowledge Sharing in Cross-Functional Software Development Teams
Abstract
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.
... • Principle 6: Universality Extract general principles or models from specific Data points and extend localized insights to broader contexts. For example, in collaborative environments such as cross-functional software development teams, applying universal principles from one industry can enhance team Knowledge sharing and efficiency across different sectors [55]. • Principle 24: Intermediary Utilize intermediate models, such as simulations or analytical frameworks, as bridges between raw Data and refined Knowledge to facilitate the understanding and interpretation of complex datasets. ...
We propose the DIKWP-TRIZ framework, an innovative extension of the traditional Theory of Inventive Problem Solving (TRIZ) designed to address the complexities of cognitive processes and artificial consciousness. By integrating the elements of Data, Information, Knowledge, Wisdom, and Purpose (DIKWP) into the TRIZ methodology, the proposed framework emphasizes a value-oriented approach to innovation, enhancing the ability to tackle problems characterized by incompleteness, inconsistency, and imprecision. Through a systematic mapping of TRIZ principles to DIKWP transformations, we identify potential overlaps and redundancies, providing a refined set of guidelines that optimize the application of TRIZ principles in complex scenarios. The study further demonstrates the framework’s capacity to support advanced decision making and cognitive processes, paving the way for the development of AI systems capable of sophisticated, human-like reasoning. Future research will focus on comparing the implementation paths of DIKWP-TRIZ and traditional TRIZ, analyzing the complexities inherent in DIKWP-TRIZ-based innovation, and exploring its potential in constructing artificial consciousness systems.
... • Principle 6: Universality Extract general principles or models from specific data points and extend localized insights to broader contexts. For example, in collaborative environments such as cross-functional software development teams, applying universal principles from one industry can enhance team knowledge sharing and efficiency across different sectors [26]. ...
We propose the DIKWP-TRIZ framework, an innovative extension of the traditional Theory of Inventive Problem Solving (TRIZ) designed to address the complexities of cognitive processes and artificial consciousness. By integrating the elements of Data, Information, Knowledge, Wisdom, and Purpose (DIKWP) into the TRIZ methodology, the proposed framework emphasizes a value-oriented approach to innovation, enhancing the ability to tackle problems characterized by incompleteness, inconsistency, and imprecision. Through a systematic mapping of TRIZ principles to DIKWP transformations, we identify potential overlaps and redundancies, providing a refined set of guidelines that optimize the application of TRIZ principles in complex scenarios. The study further demonstrates the framework’s capacity to support advanced decision-making and cognitive processes, paving the way for the development of AI systems capable of sophisticated, human-like reasoning. Future research will focus on comparing the implementation paths of DIKWP-TRIZ and traditional TRIZ, analyzing the complexities inherent in DIKWP-TRIZ-based innovation, and exploring its potential in constructing artificial consciousness systems.
... Both SCT and OT highlight the social modeling and internalization of social norms in the relationship between body shape and dietary behaviors related to dietary awareness on social media [42]. Dietary influencers and content creators, particularly those producing advertising videos on platforms like YouTube, who align with these theories should effectively promote healthy eating practices while minimizing the risk of supporting unhealthy dietary behaviors [43,44]. Educational strategies based on SCT can be used on social media to enhance users' self-efficacy, empowering them to make informed choices about their dietary preferences [45]. ...
Background: Social media platforms have become increasingly influential channels for discussing various aspects of children’s health, including dietary habits and food choices. This research explores the impact of social media on childhood dietary habits regarding the foods children consume by analyzing published findings about online videos and other social media platforms. Methods: From a pool of 9646 articles available on Google Scholar, Science Direct, Web of Science, and ProQuest, 25 were selected for inclusion in this systematic literature review after meeting the qualifying criteria. The screened papers contained clinical studies, cross-sectional studies, and editorials published in English. Results: A review of these articles revealed that individuals’ communication with friends via social media significantly enhanced their comprehension of conversations related to weight management. The results of this research inform efforts to combat poor diets and promote overall well-being among children at an earlier stage when personal interactions are likely limited. To promote the healthy growth of children, it is essential that the videos they engage with offer them appropriate guidance on maintaining a nutritious diet. Ultimately, this research provides insights into how social media creates environments conducive to the well-being of children. Conclusions: As a result, social media can serve as a valuable resource to help mitigate the prevalence of obesity in this vulnerable population.
... Success in software development depends on acquiring knowledge, sharing information, and minimizing communication breakdowns. This means that expertise is required from various stakeholders, ranging from business users to developers [18], [19]. Sharing knowledge is essential in producing top-notch software that meets the needs of business users. ...
In an organizational context, effective knowledge sharing can provide significant benefits to the organization. Efficient knowledge sharing can enhance the quality of individuals, thereby automatically improving the overall quality and performance of the organization. This process is particularly suitable for companies engaged in activities requiring complex knowledge, such as software development. However, to implement effective knowledge sharing, a company must possess strong internal capabilities. Furthermore, the forms of knowledge sharing implementation can vary depending on the organization. This research aims to identify the influencing factors of knowledge sharing along with their practical implementations within software development in general using systematic literature review. Several studies were obtained to answer the research questions. The results reveal those 40 distinct factors impacting knowledge sharing behavior individual, organizational, and technological aspects. Additionally, 16 different implementations of knowledge sharing were discovered, with knowledge repositories and meetings as the most common practices.
... Prior research of coopetition, a double edged sword of competition and cooperation, has also been classified in similar levels. Coopetition can increase the performance D'Ambra 2012, 2013;Lin et al. 2010;Nguyen et al. 2018;Seran, Pellegrin-Boucher, and Gurau 2016;Strese et al. 2016), the knowledge (Chiambaretto, Massé, and Mirc 2019;Ghobadi and D'Ambra 2013;Nguyen et al. 2018), the relationship (Knein et al. 2020;Raza-Ullah et al. 2014;Strese et al. 2016) and innovation Chiambaretto et al. 2019;Nguyen et al. 2018;Stipp, Pimenta, and Jugend 2018) within and inter teams. In the following, the focus is set on the basis of the results, how within the teams the cooperation and competition is distorted due to the situation of the pandemic. ...
... In a study that investigated the effects of trust and dependence on knowledge sharing in the context of information system development, Lee et al. (2015) con-firmed that dependence and trust facilitate knowledge sharing. Ghobadi and D'Ambra (2013) used the social interdependence theory to explain high quality knowledge sharing in crossfunctional software development teams. They suggested that the interdependence of partners promotes cooperative behaviour, which may facilitate high quality knowledge sharing. ...
This thesis comprises of two parts. Part One of the thesis denotes an archival modelling study that evaluates the relationships between effective audit committee characteristics (size, independence, financial expertise, meeting frequency, directorship, tenure and age of audit committees) and perceived audit quality in Hong Kong. Part Two is a questionnaire survey study exploring the effects of external auditors’ trust in audit committee members on both their interactions and perceived audit quality in Hong Kong.
In the archival modelling study, discretionary accruals estimated by the modified Jones model were employed in order to measure perceived audit quality. Fixed effect panel data regression with robust standard errors was used as primary analysis. On the basis of data obtained from the Hong Kong Hang Seng Composite Index between 2010 and 2015, the findings suggest that their financial expertise, size, tenure and age are important determinants of perceived audit quality. This result indicates that their expertise enables them to fulfil their oversight role competently, whereas their size provides them with sufficient resources to be able to perform their roles. Similarly, their length of tenure enables them to obtain more experience and knowledge of the opera- tions of companies, while their age indicates that they may have less energy to perform their oversight role and have difficulties in keeping abreast of changing environment of companies. Thus, an audit committee with old members may reduce audit quality. Audit fees and choice of auditor are used as the measures of audit quality for the robustness checks. The results of ro- bustness checks demonstrate that a large audit committee with financial expertise demands greater efforts from external auditors, as indicated in higher audit fees. However, audit committee members’ directorships are found to be negatively associated with audit fees but positively related to the appointment of Big 4 auditors.
In the questionnaire survey study, perceived audit quality is measured based on external auditors’ interactions with audit committee members. Semi-structured questionnaires were used in order to assess the levels of their trust in audit committee members and their interactions. Ordinary least square with robust standard errors, independent t-tests and thematic analysis were used in this study. According to the findings, the external auditors trust them because they have and display integrity, competence and goodwill. These findings also suggest that their trust in audit committee members improve their interactions in terms of sharing information, devoting their time and efforts to an external audit and providing their comments on managers.
Overall, both findings are congruent with agency theory and social interdependence theory. On the one hand, agency theory states that higher quality audit committees are associated with effective monitoring, which, in turn, helps to improve audit quality so that earnings management is constrained. On the other hand, social interdependence theory states that when two parties (external auditors and audit committee members, in this case) depend on one another, they will try to improve their interactions so that their common goals (high audit quality) can be achieved on the basis of trust. The findings are of potential interest to policy makers, professionals, boards of directors and audit firms, particularly on issues relating to audit quality and the mandating of corporate governance practices.
... Prior research of coopetition, a double edged sword of competition and cooperation, has also been classified in similar levels. Coopetition can increase the performance D'Ambra 2012, 2013;Lin et al. 2010;Nguyen et al. 2018;Seran, Pellegrin-Boucher, and Gurau 2016;Strese et al. 2016), the knowledge (Chiambaretto, Massé, and Mirc 2019;Ghobadi and D'Ambra 2013;Nguyen et al. 2018), the relationship (Knein et al. 2020;Raza-Ullah et al. 2014;Strese et al. 2016) and innovation Chiambaretto et al. 2019;Nguyen et al. 2018;Stipp, Pimenta, and Jugend 2018) within and inter teams. In the following, the focus is set on the basis of the results, how within the teams the cooperation and competition is distorted due to the situation of the pandemic. ...
... Understanding smartphone usage in cross-functional teams is especially important in this field since it has a significant impact on communication and information transfer. Knowledge sharing is especially important for cross-functional teams since it improves social cohesiveness [18]- [20], problem-solving [14], and performance [21]- [23]. Knowledge hiding is the polar opposite of knowledge sharing. ...
The study examines the behaviour of two characteristic traits on knowledge retention, mediated using modern smartphone usage in the corporate environment of cross-functional teams. For the investigation, a self-made model was applied that associates the personality, focusing on the traits of neuroticism and openness towards new concepts and statistically evaluates the effect of increased technological usage. A dataset of 101 individuals working in cross-functional teams was used to test the model. A total of four main hypotheses were developed and statistically tested. Exalted presence of openness towards new experiences was evaluated as a critical factor leading to decreasing knowledge retention. Furthermore, although it was deducted, that neuroticism could not be verified as a knowledge limiting factor in the applied model, smartphone usage could drastically reduce its potentially dangerous factors by using efficient and short communication channels, reaffirmation and commendation by higher-ups and colleagues alike to bolster the missing self-esteem and self-consciousness of neurotic individuals. In contrast, openness was not connected significantly to deliberate knowledge hiding, as individuals incorporating this trait presumably tend to use technological tools of all kinds inherently due to their eagerness to experiment.
... Prior research of coopetition, a double edged sword of competition and cooperation, has also been classified in similar levels. Coopetition can increase the performance D'Ambra 2012, 2013;Lin et al. 2010;Nguyen et al. 2018;Seran, Pellegrin-Boucher, and Gurau 2016;Strese et al. 2016), the knowledge (Chiambaretto, Massé, and Mirc 2019;Ghobadi and D'Ambra 2013;Nguyen et al. 2018), the relationship (Knein et al. 2020;Raza-Ullah et al. 2014;Strese et al. 2016) and innovation Chiambaretto et al. 2019;Nguyen et al. 2018;Stipp, Pimenta, and Jugend 2018) within and inter teams. In the following, the focus is set on the basis of the results, how within the teams the cooperation and competition is distorted due to the situation of the pandemic. ...
In our study within the European Union, we examine the countries of the Visegrád Four in terms of climate change and sustainability. The Visegrád countries (also known as V4) have gone through great changes during the last two decades. The four countries – the Czech Republic, Poland, Hungary and Slovakia – have invested/are investigating great power in the regulation, mitigation of climate change and in sustainable development. It is
essential to examine how the V4s adapt to climate change and what strategies they have put in place to reduce the problems and extent to which this is related to their sustainable development programs. The most important goal of the study is to identify the similarities and differences between the V4 countries in their climate change and sustainable development strategies and to provide insight into progress in the relevant indicators using simple statistical methods. The question is: do we find any difference from the indicators used to measure progress in the strategies or are they the same as the
sustainable development indicators for SDGs?
... With the increase in interdisciplinary work in industry, the challenges for the successful collaboration of cross-functional teams are growing. A cross-functional team is a group of members with different expertise (Ghobadi and D'Ambra 2013) working together towards a common and shared goal, expecting to be more creative, innovative (Sethi et al. 2001) and successful (Ernst et al. 2010) during the process. The gain in growing competencies is imperative to provide competence gains and productivity to meet increasingly complex market requirements. ...
The modern challenges of business success make the use of interdisciplinary cross-functional teamwork necessary to tackle social and economic issues alike. The study examines the role of knowledge hiding in within-team coopetition, taking into account its subsequent factors influencing team efficiency. For the investigation, a self-made model was applied that associates the personality of individuals, their role inside the organization and work-environmental aspects with the individual’s behavior as the antecedent of within-team competition. The objective of this study revolves around the question of which factors apply to the efficiency of cross-functional teams. The modern concept of interdisciplinary coopetition faces more difficulties than traditional teams regarding voluntary adoption in new environments. The model was empirically applied to a dataset of 129 participants working in cross-functional teams. Three hypotheses were drafted and statistically evaluated. The factor of knowledge hiding was evaluated as one of the crucial factors blocking the efficiency of team-based work, based on the results from the literature review. This was further fueled by antagonistic behavior and a competitive supervisor. The empirical findings further elaborate that individuals with a competitive supervisor tend to be more antagonistic and competitive themselves. Equally, a highly developed personality trait of antagonism correlates positively with knowledge hiding, thereby resulting in the limiting of team performance. Surprisingly, competitiveness among individuals is negatively correlated with knowledge hiding, indicating that different personality traits and different real-life situations react drastically differently towards competitive environments. The results close the research gap of a strategic necessity for supervisors and managers designing business organizations alike, namely, that an individually adapted and situationally aware leadership is indispensable for a successful cross-functional team approach, even more than in traditional team compositions. As for now, only the effects on personality in educational environments were discussed in previous research.
... Prior research of coopetition, a double edged sword of competition and cooperation, has also been classified in similar levels. Coopetition can increase the performance D'Ambra 2012, 2013;Lin et al. 2010;Nguyen et al. 2018;Seran, Pellegrin-Boucher, and Gurau 2016;Strese et al. 2016), the knowledge (Chiambaretto, Massé, and Mirc 2019;Ghobadi and D'Ambra 2013;Nguyen et al. 2018), the relationship (Knein et al. 2020;Raza-Ullah et al. 2014;Strese et al. 2016) and innovation Chiambaretto et al. 2019;Nguyen et al. 2018;Stipp, Pimenta, and Jugend 2018) within and inter teams. In the following, the focus is set on the basis of the results, how within the teams the cooperation and competition is distorted due to the situation of the pandemic. ...
Today the goal of companies in the market continues to be to
maximize profit.The main research elements in this work were
aimed at systematizing theoretical concepts of how various aspects
of increasing and assessing customer satisfaction in the economic
activities performed at the level of society can be improved.One of
the elements sought was the analysis of the evolution of customer
satisfaction, the determination of mechanisms for assessing
customer satisfaction by applying their own methods in relation to
the classical economic indicators (profit, productivity, cost),
develop and propose solutions for growth and economic
development at society level by increasing customer satisfaction
based on the results of this research. The general methodology of
research was based on three types of research: fundamental,
applied and empirical. Analytical procedures such as observation
and reasoning have been used. This is why we have put a new system into the fore in the form of
an indicator that involves both customer satisfaction and economic
elements that measure economic activity itself so that we can talk
about economic sustainability based on continuous innovation
... Prior research of coopetition, a double edged sword of competition and cooperation, has also been classified in similar levels. Coopetition can increase the performance D'Ambra 2012, 2013;Lin et al. 2010;Nguyen et al. 2018;Seran, Pellegrin-Boucher, and Gurau 2016;Strese et al. 2016), the knowledge (Chiambaretto, Massé, and Mirc 2019;Ghobadi and D'Ambra 2013;Nguyen et al. 2018), the relationship (Knein et al. 2020;Raza-Ullah et al. 2014;Strese et al. 2016) and innovation Chiambaretto et al. 2019;Nguyen et al. 2018;Stipp, Pimenta, and Jugend 2018) within and inter teams. In the following, the focus is set on the basis of the results, how within the teams the cooperation and competition is distorted due to the situation of the pandemic. ...
This study brings to the fore a topical issue in today’s society,
namely the importance of emotional intelligence in interpersonal
relationships and especially in an organization, the link between
emotional intelligence and job satisfaction and occupational stress.
Any organization carries out a succession of activities, stages,
operations through which economic goods are obtained for
customer satisfaction. In any organization, the role of the manager
is to make decisions and for the employees to start actions for its
operationalization.
Due to the fact that the term emotional intelligence has been
introduced on the market for several years, this notion is
substantiated and has a special efficiency in managerial activity.
The scientific issue is argued by the possibility of establishing the
limits of the theoretical bases, the methodological representations
of the identification of the organizational stress and of the
emotional intelligence in the circumstances of the application of a
certain managerial behavior.
... Prior research of coopetition, a double edged sword of competition and cooperation, has also been classified in similar levels. Coopetition can increase the performance D'Ambra 2012, 2013;Lin et al. 2010;Nguyen et al. 2018;Seran, Pellegrin-Boucher, and Gurau 2016;Strese et al. 2016), the knowledge (Chiambaretto, Massé, and Mirc 2019;Ghobadi and D'Ambra 2013;Nguyen et al. 2018), the relationship (Knein et al. 2020;Raza-Ullah et al. 2014;Strese et al. 2016) and innovation Chiambaretto et al. 2019;Nguyen et al. 2018;Stipp, Pimenta, and Jugend 2018) within and inter teams. In the following, the focus is set on the basis of the results, how within the teams the cooperation and competition is distorted due to the situation of the pandemic. ...
Sustainability is a “wicked” subject – which most people automatically relate to energy. But it’s more. Locally – here specially for the area of district heating – it has many relationships within several areas. The article will try to shed some light how the 17 SDGs are related to a local district heating company, the local sugar factory, public transportation and the local grid. To use wood chips for a district heating system seems very common but using a waste product such as methane gas (or something close to it) and converting it into better Compressed Natural Gas (CNG) instead of creating only energy out of it, is a local novum. Sustainable urbanization – mainly heating in this article - is a term – the wickedness comes with implementation. While agriculture and urbanization fight for the same resource as the woodchip powered heating source – the forestation.
... Knowledge sharing is significant in software development teams. 100,101 For instance, software development teams involved in iterative software development phases need exhaustive knowledge sharing to allow prompt reflections to exploit different proficiencies and to search prevailing perspectives in software development. Knowledge sharing facilitates improvement in the software process. ...
The integration of knowledge sharing is significant for software process improvement (SPI). However, very few empirical studies have evaluated how and to what extent knowledge sharing affects the different aspects of SPI. Drawing upon the resource‐based view and the knowledge‐based view of software development organizations, we have explored the antecedents and consequences of knowledge sharing for SPI success. This study develops and empirically validates a model presenting how knowledge sharing impacts SPI success, how organizational factors (leadership and trust) and an individual factor (motivation) affect knowledge sharing and how the use of information technology facilitates explicitly the relation between knowledge sharing and SPI success. The empirical testing of the model has been carried out using the statistical technique of structural equation modelling (SEM) by analysing the dataset of 556 respondents collected from Indian software development organizations. The outcomes reveal that knowledge sharing enhances SPI in terms of design effectiveness, lesser fault density and improved software development competence. Also, the results show that the use of information technology moderates the relation of knowledge sharing and SPI. The conclusions also contribute to improving our knowledge about how leadership, trust and motivation drive efficient knowledge sharing on the path to SPI success. The study empirically validates a model presenting how knowledge sharing impacts SPI success, the organizational factors (leadership and trust), and individual factor (motivation) affect knowledge sharing and how the use of information technology facilitates explicitly the relation of knowledge sharing and SPI success.
This chapter discusses the concept of cross-functional teams (CFTs), highlighting their development and application, mainly in manufacturing organizations, as an essential tool for sustained performance for the business. Furthermore, it provides a valuable analysis of how CFTs have developed over the years, their importance, and benefits, particularly the essential factors that have positively influenced CFTs. Additionally, it provides a valuable analysis of the shortcomings of the functional departments and the associated conventional teams in the workplace, which are being replaced by CFTs—teams integrating different disciplines and skills, seeking greater collaboration in the workplace. In this respect, the chapter provides an evolution and the relevant research at each stage, covering various decades, beginning from 1990–2000 and highlighting the relevant research streams up to recent years. Each decade captures the critical focus of CFTs for the manufacturing industry, such setbacks as effectiveness and efficacy resulting from a lack of authoritative capacity on the part of CFT members. In the subsequent decade, increasing globalization and CFTs led to the new challenges of managing multiculturalism. In recent years, the new challenges have been the impact of the complex and novel business problems associated with technology and the associated benefits and lessons. Thus, organizations’ need for CFTs cannot be overemphasized in a competitive world. Finally, the chapter addresses the complex nature within which the CFTs operate, which differs from conventional teams. It highlights factors influencing well-functioning CFTs and some examples of organizations with benefits of CFTs in place.
Purpose
The purpose of this paper is to examine the effect of mobile customer relationship management (mCRM), service innovation (SI) and word of mouth (WOM) on the investment decisions (IDs) of mutual fund investors.
Design/methodology/approach
This paper presents a new model for impacting the IDs of mutual fund investors. To verify the suggested model, Partial Least Squares with Structural Equation Modelling are used. For analysis, a survey questionnaire is designed, and data inputs were invited from more than 400 online mutual fund investors in Delhi NCR.
Findings
The outcomes reveal that the ID of mutual fund investors is significantly influenced by WOM. WOM, in turn, is significantly impacted by mCRM applications through SI playing a mediating role.
Research limitations/implications
The limitation with reference to survey respondents was that only online mutual fund investors using mCRM applications were considered. Moreover, this study was conducted in Delhi NRC, and a limited sample was considered.
Practical implications
The result from this research helps the financial organisation to consider SI in their mCRM application as one of the main concerned areas for increased WOM that directly influences the ID of mutual fund investors.
Originality/value
This study highlighted the impact of SI and WOM on the mutual fund investors’ decision, who use mCRM application. The outcome may contribute to the theoretical framework of IDs concerning mCRM applications. The results of this research offer practical implications for financial organisations in strategising their marketing and product development plans in the context of mutual funds. Also, the mutual fund ID through mCRM application is positively influenced by SI and WOM using both constructs as sequential mediating tools. This research offers new insights into mCRM application for mutual fund investors and financial organisations in India.
This study examines the relationship between relationship conflict and cross‐functional team innovative behaviour with transactive memory system (TMS) as a mediator and team‐oriented leadership as a moderator. Adopting a two‐wave data collection procedure, 584 team members and 113 team leaders from 20 organizations participated in this study. The PROCESS macro for SPSS was used to test the hypothesized relationships. The results indicate that the TMS mediates the relationship between relationship conflict and cross‐functional team innovative behaviour. Moreover, team‐oriented leadership moderates the relationship between relationship conflict and cross‐functional team innovative behaviour as well as between relationship conflict and the transactive memory system. Additionally, it moderates the indirect effect of relationship conflict and cross‐functional team innovative behaviour via the TMS. In particular, all three relationships become weaker when team‐oriented leadership is high. Based on social information processing theory, this study makes an additional contribution to the current conflict management literature by providing empirical evidence on the mediating role of the TMS and the moderating role of team‐oriented leadership in how relationship conflict affects cross‐functional team innovative behaviour.
Purpose
The purpose of this study is to examine the link between knowledge-oriented leadership (KOL) and organizational performance (OP) at Higher Education Institutions (HEIs) both directly and indirectly through service innovation and knowledge-sharing quality.
Design/methodology/approach
This research used Smart PLS 4.0 to model structural equations using a sample comprising 237 academic staff from HEIs in China.
Findings
According to the study data, KOL has a negligible direct influence on organizational performance. The link between KOL and OP, on the other hand, is entirely mediated by the quality of knowledge sharing quality and service innovation.
Practical implications
The study results validate universities' experience with KOL and propose ways for academics at higher education institutions to prioritize the quality of knowledge sharing and service innovation, which in turn helps organizations function better in a volatile environment.
Originality/value
Despite the growing relevance of knowledge-oriented leadership in higher education, little research has been conducted to examine the mediating impact of numerous factors in the link between KOL and OP. The present research examines the link between knowledge-oriented leadership, the quality of knowledge sharing, service innovation and the performance of higher education institutions. The current study scientifically investigates the link between KOL and OP and offers insight into the existing literature by examining the mediating role of KSQ and SI.
In practice, cross-functional teams often fail due to misleading coordination in a coopetitive tension. To provide a conceptual foundation and identify promising avenues for future research in the important field of team coopetition, this article reviews the existing literature on the factors of cross-functional team coopetition. This study provides a comprehensive systematic review of studies published in leading peer-reviewed journals from 2010–2021 and identifies 25 articles that fall within its established search inclusion criteria. The literature review highlighted several aspects related to team coopetition. The findings of the study revealed a high number of articles published in the field of industrial marketing. Most studies can be categorized into four outcomes: performance, relationship, knowledge and innovation. Team coopetition is an emerging topic across the globe in management literature, and there is a lack of research on innovation outcomes. Furthermore, several factors from the derived literature significantly influence the outcomes. This study is one of the first systematic studies that describe the in-depth analysis of team coopetition. The significant contributions of this study are to provide a conceptual foundation and identify success factors of team coopetition promising avenues for future research.
Legacy information system (LIS) replacement pro-jects are increasingly complex. Consequently, they require cooperation to integrate different functional knowledge to support organizational business processes. However, cooperation on cross-functional LIS replacement project teams face inherent competition for scarce resources and conflicting functional interests. The common assertion is to reduce or eliminate this competition. We suggest that the potential benefits of competition complement the known benefits of cooperation. Thus, this study explores the extent to which different configurations of simultaneous competition and cooperation (i.e., coopetition) enhance decision-making processes in the context of LIS replacement. Information elaboration theory guides decision-making in the coopetition–performance relationship. We propose a model that relates different patterns of coopetition, based on a two continua approach, to three information elaboration techniques and their impact on system design quality. We test the model using a survey administered to 161 pairs of matched IT executives and managerial leaders knowledgeable about LIS replacement. Analysis indicates that cooperation-centric coopetition (strong cooperation with some competition) best enhances decision-making processes and improves system design quality.
Software development is an intensely knowledge-intensive industry that demands collaboration on behalf of everyone who participates in the process. Moreover, the successful accomplishment of the process depends on knowledge sharing and acquisition among the stakeholders. For this reason, organizations must understand how the knowledge-sharing process unrolls among employees. Nowadays, geographical distance is unavoidable, so researchers must consider subjective distance. This study provides an analysis of knowledge-sharing behavior within employees in software development roles in virtual teams, namely functional and technical, having subjective distance in mind. A research model based on a literature review was proposed to understand different dimensions of knowledge sharing. Afterward, the research model was empirically tested based on data collected in an organization with expertise in ERP software development through the implementation of a questionnaire. The method used to analyze the data was PLS-SEM. Results suggest that individuals share knowledge mainly to fulfill intrinsic needs; however, organizational culture also plays an essential role in knowledge sharing. The results are fundamental for both academics and practitioners to acknowledge how knowledge sharing occurs and, consequently, help in the decision-making processes regarding Knowledge Management within the companies.
Purpose
This study aims to examine direct effects of qualified team gatekeepers on absorptive capacity (AC), and the mediating roles of combinative capabilities – knowledge integration capability (KIC) and interteam coordination.
Design/methodology/approach
A social networking analysis was used to analyze a unique data set collected from all members of 32 Japanese research and development (R&D) teams to identify key individuals who perform daily gatekeeping functions. This study analyzed the data through partial least squares structural equation modeling with higher-order latent variables. Finally, cross-validation tests were used with holdout samples to test the model’s predictive validity.
Findings
Qualified gatekeepers directly contribute to teams’ realized AC but not to their potential AC. Furthermore, qualified gatekeepers can improve their teams’ capability to absorb and exploit external knowledge by facilitating their capability to consolidate knowledge, that is, its KIC and interteam coordination.
Originality/value
Unlike prior research that asks top managers to identify team gatekeepers, this study used social network analysis to identify these vital individuals. This study provides a new framework indicating how qualified gatekeepers impact the AC of R&D teams through the examination of both the direct and indirect paths of gatekeeping abilities, two combinative capabilities as mediators and team AC.
Knowledge is crucial, but a transient resource that decides over the success or failure of business operations. Consequently, companies aim for the most profitable method to achieve high gains and conservation of knowledge, while excluding rivals to maintain the position of economic advantage as long as possible. To maximize the efforts of knowledge generation, new concepts of organizational processes were established in recent years. To provide a conceptual foundation and identify promising niches for future studies in the important field of team coopetition, existing literature on the factors of cross-functional team coopetition was reviewed, concluding in a systematic review. For this purpose, leading peer-reviewed journals from 2010 to 2021 offered 25 articles that fall within its established search inclusion criteria. Adding to the change of stakeholder project management, the shift from traditional, cooperative-led organizational approaches towards coopetition between two or multiple rivals can lead to promising results. However, it was indicated that this concept often fails due to misleading coordination in a coopetitive tension. Current studies extracted their results from applied team management mostly on short-term organizational, financial, and technical benefits or drawbacks, excluding long-term innovation effects. Most studies were categorized into three outcomes contributing to knowledge management: performance, relationship, and innovation. As a result, it is pointed out that several factors derived from the literature significantly influence the outcomes.
This research examines whether attitudinal, normative, and behavioural control factors affect psychologists' data sharing and open data badge adoption intentions. The results from the multivariate regression demonstrate that psychologists' (n = 338) data sharing and open data badge adoption intentions are commonly influenced by perceived community benefit, norm of data sharing, and perceived effort involved to share datasets. Additionally, psychologists' data sharing intentions are affected by additional, normative, and control factors including the norm of reciprocity, IRB requirements, and availability of data repositories. As it concerns open data badge adoption, psychologists are affected by additional attitudinal factors, including perceived academic reputation and risk. This research suggests psychologists' motivations to share data and for open data badge adoption differ, so different strategies are needed to better promote psychologists' data sharing and open data badge adoption.
Purpose
This study aims to examine the association of knowledge-oriented leadership (KOL), knowledge management (KM) behaviour and innovation performance in project-based small and medium-sized enterprises. It investigates the moderation of goal-orientation in the relationship of KOL with knowledge-acquisition, transfer, documentation and application.
Design/methodology/approach
Data are collected from 215 employees in 32 small project-based software firms in Pakistan. Partial least square is used to test the hypotheses.
Findings
KOL is positively associated with KM behaviour and innovation performance. KM mediates the relationship of KOL and innovation performance. Furthermore, goal orientations play a moderating role in the relationship of KOL with knowledge acquisition, transfer and application activities.
Originality/value
This study extends the literature on knowledge-based dynamic capabilities, by examining the relationship of KOL, KM behaviour and project-based innovation performance. Investigating the moderation of goal-orientation in the relationship of KOL with KM behaviour is also an original contribution.
Current research lacks a deeper explanation of inter-team coopetition as a potential source of improved organizational performance on a micro-level. To fill this gap, our paper explores how inter-team coopetition influences individual team productivity. Building on social identity theory, we hypothesize that inter-team competition and inter-team coopetition both have a positive influence on individual team productivity with inter-team competition having a stronger influence. We further argue that organizational identification has a positive moderating effect on the link between inter-team coopetition and individual team productivity. To test our hypotheses, we conducted a laboratory experiment with 240 university students in which we simulated team scenarios using the puzzle board game Ubongo. Our findings confirm a positive effect of inter-team competition and coopetition on individual team productivity. In case of a high organizational identification, inter-team coopetition will boost individual team productivity further. Our paper improves the understanding of coopetition within the boundaries of the firm and the circumstances under which inter-team coopetition enhances individual team productivity and ultimately organizational performance. We also advance the literature on social identity theory by applying it to the organization's micro-levels in the context of inter-team coopetition.
This study tested how and when leaders’ information seeking from team members influenced team performance and innovation. We developed and examined a model by considering team reflexivity as a mediator and cooperative outcome interdependence as a moderator. The sample comprised 83 work teams and 253 team members from a pharmaceutical firm in China. Multiple-source, time-lagged data were used to test our hypotheses. Based on the social information processing theory, the current study demonstrated that leader information seeking is positively linked to team performance and team innovation. These relationships were mediated by team reflexivity. Further, the positive relationship between leader information seeking and team reflexivity was enhanced when team cooperative outcome interdependence was higher. The indirect effect of leader information seeking on team performance and innovation via team reflexivity was stronger when team cooperative outcome interdependence was higher. We provide empirical and practical implications for information seeking in the workplace.
Purpose
The purpose of this paper is to examine the effect of trust, privacy, service quality and customer satisfaction on the success of electronic customer relationship management (E-CRM) systems.
Design/methodology/approach
In this paper, a new model for determining the critical factors in the success of E-CRM systems is presented. The suggested model is verified using partial least squares with structural equation modeling. A questionnaire is designed and collected from 378 taxpayers in East Azerbaijan province of Iran.
Findings
The outcomes reveal that customer satisfaction is significantly influenced by the perceived quality of service. Customer satisfaction, in turn, is significantly impacted by the trust. Therefore, the quality of service, trust and privacy, through customer satisfaction, significantly affects the success of E-CRM systems.
Research limitations/implications
The main limitation can be referred to the clients that would not cooperate well as they were avoiding to give much information about the financial issue. Also, the study was conducted only in the context of Iran and a limit sample was utilized.
Practical implications
The research results help service providers improve E-CRM.
Originality/value
This study sheds light on identifying the antecedents of trust, privacy and quality of service that affect customer satisfaction; it may contribute to the theoretical framework for customer satisfaction in the context of the E-CRM. The results of the research offer practical implications for marketing managers and practitioners who prepare strategic plans and implement tools to improve the productivity or performance of the E-CRM systems. Moreover, customer satisfaction is related to the success of E-CRM systems as a result of trust, privacy and service quality. This research offers new insights into E-CRM intentions from a taxpayer in Iran.
Purpose
Theory is a kind of condensed human knowledge. This paper is to examine the mechanism of interdisciplinary diffusion of theoretical knowledge by tracing the diffusion of a representative theory, the Technology Acceptance Model (TAM).
Design/methodology/approach
Based on the full-scale dataset of Web of Science (WoS), the citations of Davis's original work about TAM were analysed and the interdisciplinary diffusion paths of TAM were delineated, a supervised machine learning method was used to extract theory incidents, and a content analysis was used to categorize the patterns of theory evolution.
Findings
It is found that the diffusion of a theory is intertwined with its evolution. In the process, the role that a participating discipline play is related to its knowledge distance from the original disciplines of TAM. With the distance increases, the capacity to support theory development and innovation weakens, while that to assume analytical tools for practical problems increases. During the diffusion, a theory evolves into new extensions in four theoretical construction patterns, elaboration, proliferation, competition and integration.
Research limitations/implications
The study does not only deepen the understanding of the trajectory of a theory but also enriches the research of knowledge diffusion and innovation.
Originality/value
The study elaborates the relationship between theory diffusion and theory development, reveals the roles of the participating disciplines played in theory diffusion and vice versa, interprets four patterns of theory evolution and uses text mining technique to extract theory incidents, which makes up for the shortcomings of citation analysis and content analysis used in previous studies.
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.
Purpose
Knowledge sharing, as a kind of social behavior that incorporates collective intelligence to achieve a certain goal, has become a remarkable developing trend in recent years. Under the context of traditional teaching, this study aims to explore the manner in which students become effective in sharing knowledge to help optimize course design and improve our existing education.
Design/methodology/approach
Among 195 university students taking an elective, the effects of different incentives on group performance in completing tasks is explored on the basis of a randomized experiment.
Findings
Results show that intra-group cooperation can be helpful to student performance, whereas intra-group competition neither improves nor worsens student performance. The former is mainly driven by reciprocity, especially for that stimulated by inter-group competition, whereas the latter is stimulated by egoism. Thus, proper reciprocity can promote student behavior to increase voluntary contribution. In addition, intra-group differences do not interfere with group performance, especially task-oriented groups.
Originality/value
Certain suggestions are proposed to improve the curriculum design in large classrooms. Forming groups is the best way to strengthen student knowledge sharing. Within task-oriented groups, the incentives of inter-group competition can encourage students to deepen intra-group cooperation and thus effectively improve group performance under the conditions of external competition.
Purpose
This research aims to comprehensively investigate when and how cognitive conflict benefits team innovation in cross-functional project teams (CFPTs), by exploring the moderating role of knowledge leadership and dual mediation mechanisms of elaboration of task-related information/knowledge and affective conflict.
Design/methodology/approach
All hypotheses have been empirically tested by using structural equation model to analyze the quantitative data from a questionnaire survey covering 73 CFPTs in China.
Findings
Results indicate that knowledge leadership positively moderates the relationship between cognitive conflict and CFPT innovation. This moderating effect is directly or indirectly revealed by the dual mediating roles of task-related information/knowledge elaboration and affective conflict, which are two processes manifesting whether cognitive conflict can or cannot be incorporated into team innovation.
Research limitations/implications
Despite the external validity of results limited by convenient sampling method, the findings offer implications for promoting CFPT innovation. This can be achieved by developing competent knowledge leadership into team sensegiver, dissent reconciler and facilitator to accentuate benefits of cognitive conflict in information/knowledge elaboration and attenuate the likelihood of escalating to affective conflict.
Originality/value
This study advances the understanding of why cognitive conflict has an equivocal effect on team innovation in the context of CFPT by originally revealing how leaders’ role in information/knowledge management acts as a contingency and suggesting the dual mediating mechanisms that reflect the contingent impact. Project-based teams or organizations, characterized by cognitive clashes, can enhance innovation performance by shaping the meaningfulness of information/knowledge activities triggered by cognitive conflict.
Team members’ knowledge diversity has a “double-edged sword” nature within cross-functional project teams (CFPTs), showing an inconsistent relationship with team performance. For realizing this diversity's potential benefits, leadership is usually an essential enabler. However, little is known about how knowledge leadership achieves this. This study proposed that knowledge leadership moderates the effect of knowledge diversity on team performance through a transactive memory system (TMS). By empirically testing survey data from 96 CFPTs, we found that knowledge leadership enables a positive linkage of knowledge diversity-CFPT performance by successively breaking down barriers to communication and cooperation in TMS development and functioning.
This review article aims to analyze one of the most important elements in the software industry: the conformation of self-managed work teams and the implementation of a planning, control and development methodology of software project. For that, a literature review was made, researching journal articles, graduation projects and books, among others, to know the software industry generalities worldwide, as well as the situation in Colombia, the conformation of self-managed work teams and the agile methodologies features for planning, executing and controlling development projects. The self-managed teams’ conformation eases communication and knowledge sharing, essential elements inside the software development industry since they allow the generation of an appropriate answer in front of the changes caused by the environment. Supporting on the Scrum development methodology, value for the stakeholders is obtained and a workflow is set, guided to improve project productivity and efficiency.
Trust and justice play an important role in the process of organizational change to build dynamic capabilities for sustainable competitive advantage. This study investigated the interaction effects of management's benevolence trustworthiness and integrity trustworthiness on employees’ perception of procedural justice during innovation or organizational change. Both the scenario and the field study showed that the patterns of the interaction effects of these two components of trustworthiness are further influenced in a complementary manner by different innovation approaches. The study indicated that the relationships between benevolence trustworthiness and integrity trustworthiness are far more complex than expected and thus need more research efforts.
Relationship conflict is a pervasive phenomenon in cross-functional project teams. Although previous studies have demonstrated the dysfunctional effect of relationship conflict, the direct drivers of relationship conflict in cross-functional project teams remain unclear. To address this gap, a literature review and an advisory group discussion were performed to identify the antecedents of the relationship conflict framework. Afterward, a structural equation model (SEM) was used to confirm the influence of such antecedents on relationship conflict. Intrapersonal diversity, uncertain project task, organizational culture diversity, and inappropriate behavior positively influence relationship conflict. These findings help researchers better understand the drivers of relationship conflict as well as open a gateway for practitioners to control and manage relationship conflict for a successful cross-functional project.
As important bases to cultivate high-level innovative talents and as also two of the main forces of original innovation in basic research and high-technology field, colleges and universities continually supply fresh troops to address the issue of the national economy and to accomplish the successful transfer of technology and achievements. The research team is a group made up of researchers having complementary skills and being responsible for each other under a common research objective, research goal, and working method. In colleges and universities, the cultivation of discipline leaders, the integration of research direction, the nurturing of characteristic discipline, the promotion of overlapping discipline, the solution to important scientific problems, the acceleration of major scientific research achievements, etc. can all be achieved by forming a research team. Research teams in universities are the main conduit of knowledge dissemination and innovation in the national innovation system, as intellectual activity runs throughout the whole process. For research teams in universities with an academic organization form having the purpose of studying, tacit knowledge sharing plays a decisive role for the completion of team tasks.
Under economic globalization, innovation is increasingly more open, and the creation, innovation, and application sectors of technological knowledge need to build an open collaborative innovation. Collaborative innovation is a transdisciplinary approach for developing global synergy to improve the competitiveness of an organization through holistic, competitive, and complementary interactions between and among innovation participants in a specific environment (Swink 2006). A collaborative innovation system essentially consists of three sectors: industry, universities, and the government, with each one interacting with the other two, while at the same time playing its own role.
It is frequently noted that innovation has become a strategic source for creating firms’ sustainable competitive advantages. Therefore, continuously generating new knowledge to enable such innovation has become a key agenda for policy makers as well as business organizations (Nonaka 1994; Grant 1996). Knowledge is viewed as a competitive advantage and a source of power for those who possess it at the right place and at the right time, while the process of knowledge transfer between organizations is essentially the game between two different knowledge agents. In the context of certain social environments, knowledge transfer is a process of transferring knowledge from a knowledge source to a knowledge receptor and from an organization that has high knowledge stock to an organization that has low knowledge stock. The successful transfer of knowledge is closely related to the willingness of the knowledge provider to transfer such knowledge and the willingness of the knowledge recipient to accept such knowledge.
This book has presented systematical research for several key issues of knowledge flow in University-Industry Collaborative Innovation (UICI) in China.
Knowledge has become the most precious property of any commercial or academic institution. Knowledge management plays the key role in upgrading the competitiveness of a team. Knowledge management concerns innovating, spreading, sharing, and using knowledge. Research on knowledge management targets the management aspects, including organizational learning, personal management, culture, etc. (Drucker 1998), and the technical aspect includes models, support tools, and environments (Zhuge 2002a, b). Knowledge is power, but knowledge is not just statically stored. It evolves through being shared and developed by roles, people, and various resources within the cyber-physical-socio environment. Knowledge flow is the passing of knowledge between people or through machinery. It has three crucial attributes: direction (sender and receiver), carrier (medium), and content (shareable). Good knowledge flow enables intelligent participants (people, roles, and devices) to cooperate effectively (Zhuge 2004). The literature has investigated multiple types of flows, e.g., material flow (Brunner and Rechberger 2004), energy flow (Odum 1968), message flow (Nierstrasz 1985), control flow (Heintze 1995), etc., and the rules they follow in respective domains.
The world is currently in the era of grand developments, reforms, and adjustments. Multi-polarization and economic globalization are deepening further, and the international business structure is changing due to fierce competition among national economies. Innovation has become the main driving force of economic social development, and intellectual innovation has become the core factor of national competitiveness. Under such circumstances, each country undertakes a strategy of further exploring human resources to realize innovative development, hence grasping the initiative of global competition.
Knowledge sharing is a two-way communication process, and the compact degree and frequency of knowledge exchange are both different due to the individual cognitive background of organization members. The mutual learning and communication among members can promote continuous sharing and enhance the organization’s overall knowledge level by sharing and expanding more benefits of the knowledge receiver. During communication and understanding, a knowledge dialogue is accrued, and there is a complex interactive relationship between individuals or populations, thus forming a relative network.
Universities play an important role as a source of fundamental knowledge and, occasionally, relevant industrial technology in modern knowledge-based economies. Universities are the main knowledge dissemination and innovation places in national innovation system (NIS). Higher education in China has played an important role in the nation’s economy, science progress, and social development by bringing up a large scale of advanced talents and experts for the construction of socialist modernization. In 2015, all together there were 2560 higher education institutions (HEIs), among which 1219 were universities, 275 were independent colleges, and 1341 were higher vocational colleges. There were also 292 higher education institutions for adults. In 2015, the total number of new entrant admitted by and the total enrollment of undergraduates in regular HEIs were, respectively, 7,378,495 and 26,252,968. The total number of new entrants admitted by and the total enrollment of postgraduates in regular HEIs were, respectively, 645,055 and 1,911,406. The total number of new entrants admitted by and the total enrollment of new recruitments and the total enrollment of adult higher education institutions were 2,367,455 and 6,359,352. China spent nearly 3.9 trillion yuan ($565.6 billion) on education in 2016, an increase of 7.57% from 2015, according to preliminary statistics released by the Ministry of Education. Expenditure for higher education exceeded 1 trillion yuan, up 6.22% from 2015. Every year, universities input a great deal of knowledge and employ teachers and researchers to create new knowledge value on the original knowledge basis in order to achieve knowledge value-added through knowledge accumulation, knowledge sharing, knowledge internalization, and other knowledge-based activities. Universities also input a large number of knowledge resources to create new knowledge in order to improve the university knowledge stock. In view of this, it is important to discuss the efficiency of university knowledge value-added to find out the influence factors of this value added. It will help universities to optimize their allocation of knowledge resources so as to achieve highly effective knowledge value-added efficiency.
The knowledge flow along with the whole process of the collaborative innovation of industry, academia, and research essentially defines that innovation subjects gain the advantages of knowledge in the way that they acquire, transfer, apply, and get feedbacks so as to promote the sharing, transfer, and creation of knowledge. At the same time, they exert the “externalities” and “spillover effects” of it.
With the advent of the knowledge economy era, knowledge has become the major source for an organization to gain its core competence, and the full absorption and utilization of knowledge resources outside the organization are the key to increasing productivity and gaining a competitive advantage. An organization’s knowledge stocks determine its core competitiveness directly. Polanyi (2015) divides knowledge into two types, explicit knowledge and tacit knowledge, while Allee (1997) analogizes tacit knowledge and explicit knowledge to oceans and icebergs, respectively. In a traditional economic society, people only give credit to the role of explicit knowledge and focus on the management and utilization of themselves in their daily work. As a matter of fact, explicit knowledge is merely the “iceberg” above the water. With the advent of the knowledge economic society, people have started to draw attention to the enormous tacit knowledge under the water. Polanyi (2015) points out that in modern industries, knowledge is hard to describe as an indispensable part of technologies, thus making the sharing of tacit knowledge hard to codify as an essential component of knowledge sharing. The formation of tacit knowledge is a long-term accumulation process of personal experience, insights, and deep comprehension, which are extremely difficult to imitate and steal; therefore, tacit knowledge is the basis and source for an organization to build up its core competitiveness. Knowledge possesses abstractness and externality, which makes it possible to share, i.e., knowledge’s externalities allow it to be shared at a low cost, and the more it is shared, the more valuable it becomes; on the other hand, such qualities of knowledge serve also as the obstacles to knowledge sharing. More specifically, the high cost, high risk, and uncertainty of income distributions of the knowledge innovation processes determine knowledge owners’ monopolistic attitudes toward knowledge out of their own selfishness and needs for competition, which deter the dissemination and spreading of knowledge.
In this article, we provide guidance for substantive researchers on the use of structural equation modeling in practice for theory testing and development. We present a comprehensive, two-step modeling approach that employs a series of nested models and sequential chi-square difference tests. We discuss the comparative advantages of this approach over a one-step approach. Considerations in specification, assessment of fit, and respecification of measurement models using confirmatory factor analysis are reviewed. As background to the two-step approach, the distinction between exploratory and confirmatory analysis, the distinction between complementary approaches for theory testing versus predictive application, and some developments in estimation methods also are discussed.
Multiple studies have found that the primary determinant of new product failure is an absence of innovativeness-the extent to which a new product provides meaningfully unique benefits. Given the persistence of this finding and the: growing use of cross-functional teams in new product development projects, the authors examine how innovativeness is affected by various characteristics of cross-functional teams and contextual influences on the team. On the basis of a study of 149 cross-functional product development teams, the authors find that innovativeness is positively related to the strength of superordinate identity in the team, encouragement to take risk, customers' influence, and active monitoring of the project by senior management. Beyond a moderate level, social cohesion among team members has a negative effect on innovativeness. The effect of superordinate identity on innovativeness is strengthened by encouragement to take risk and weakened by social cohesion. Functional diversity has no effect on innovativeness. The authors discuss managerial and research implications of the findings.
The authors review issues related to the application of structural equation modeling (SEM) in marketing. The discussion begins by considering issues related to the process of applying SEM in empirical research, including model specification, identification, estimation, evaluation, and respecification, and reporting of results. In addition to these process issues, a number of other issues, such as formulation of multiple theoretical models, model error versus sampling error, and relating study objectives to the capabilities of SEM, are considered, and suggestions offered regarding ways that SEM applications might be improved.
Analyses of data collected from 172 members of 23 matrix teams indicated that member perceptions of team-level politics were negatively related to executive and member ratings of effectiveness and to member expressions of satisfaction with and commitment to the matrix team. In addition, results of moderated multiple regression analyses indicated that member-team goal congruence moderated these relationships. Perceptions of politics were more strongly related to the outcome variables among individuals who did not share the priorities of their team members than among those whose goal priorities were consistent. These results suggest that leaders can help their team members cope with politics by making efforts to ensure that they share goal priorities of team members.
Recent business trends have given rise to co-opetition: simultaneous co-operation and competition between firms. Co-opetition entails the sharing of knowledge which may be a key source of competitive advantage. Under co-opetition there is a paradox that the knowledge shared for cooperation may also be used for competition. While the existence of this problem is known, there is little investigation of how it may be modeled and, thus, managed.This paper begins by discussing the problem situation and its underlying theory. It then introduces a game-theoretic framework for analyzing inter-organizational knowledge sharing in the context of co-opetition. This allows the value of knowledge shared to be investigated and reveals that a crucial aspect will be the firm's ability to manage the process. Thus, based on the framework, the paper explores management guidelines predicated on co-ordination and control theory for the most challenging of four contingencies identified. The paper concludes with an agenda for future theoretical and empirical research.
"A Primer for Soft Modeling" is a guide to the 'soft modeling' approach to structural equation modeling that relies on a computer application strategy. The theoretical as well as practical requirements for soft modeling (partial least squares estimation procedures) are different from those of other modeling procedures because the basic assumptions about data are less stringent. . . . Because soft modeling procedures facilitate analysis of data with less stringent measurement requirements, it represents a modeling system that can be used by most social and behavioral scientists.
As a practical guide to latent variable path analysis, the basic 'how-to's' of modeling are explained—how to configure research questions, how to prepare data, how to construct an LVPLS computer run, how to interpret the results, and how to present the findings. Basic modeling concepts are presented in an accurate yet non-technical manner throughout the text, and the non-mathematical reader has been kept in mind. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
T he paper examines managing knowledge across boundaries in settings where innovation is desired. Innovation is a useful context because it allows us to explore the negative consequences of the path-dependent nature of knowledge. A framework is developed that describes three progressively complex boundaries—syntactic, semantic, and pragmatic— and three progressively complex processes—transfer, translation, and transformation. The framework is used to specify the practical and political mismatches that occur when innovation is desired and how this relates to the common knowledge that actors use to share and assess each other's domain-specific knowledge. The development and use of a collaborative engineering tool in the early stages of a vehicle's development is presented to illustrate the conceptual and prescriptive value of the framework. The implication of this framework on key topics in the organization theory and strategy literatures is then discussed.
This study examines the response rates for surveys used in organizational research. We analyzed 1607 studies published in the years 2000 and 2005 in 17 refereed academic journals, and we identified 490 different studies that utilized surveys.We examined the response rates in these studies, which covered more than 100,000 organizations and 400,000 individual respondents. The average response rate for studies that utilized data collected from individuals was 52.7 percent with a standard deviation of 20.4, while the average response rate for studies that utilized data collected from organizations was 35.7 percent with a standard deviation of 18.8. Key insights from further analysis include relative stability in response rates in the past decade and higher response rates for journals published in the USA.The use of incentives was not found to be related to response rates and, for studies of organizations, the use of reminders was associated with lower response rates. Also, electronic data collection efforts (e.g. email, phone,web) resulted in response rates as high as or higher than traditional mail methodology. We discuss a number of implications and recommendations.
There is consensus that the effective implementation of cross-functional teams is critical to new product success. However, such teams face particular challenges because of well-documented barriers between functions. Furthermore, there is little evidence-based guidance for practitioners on how to achieve effective cross-functional teamwork. In order to address this gap, the literature on cross-functional teamwork was analysed to identify critical success factors. Using a heuristic team effectiveness model, these were categorized into six groups: task design, group composition, organizational context, internal processes, external processes and group psychosocial traits. Recent theory on group effectiveness has increasingly recognized the significance of a supportive organizational context, and this is particularly pertinent for cross-functional teams. Key success factors include strategic alignment between functions, a climate supportive of teamwork and team-based accountability. The findings are integrated into a diagnostic model which is intended to be of practical benefit to people designing, leading and facilitating cross-functional new product development teams.
Cross-functional teams can greatly facilitate the successful implementation of projects. This study examined the influence of a set four antecedent constructs (superordinate goals, accessibility, physical proximity and formalized rules and procedures) on the attainment of both cross-functional cooperation and perceived project outcomes. Through the use of path analysis, the results indicated that superordinate goals, physical proximity and project team rules and procedures have significant direct and/or indirect effects on project outcomes through influencing cross-functional cooperation. Further, cross-functional cooperation was a significant predictor of both perceived task and psychosocial project outcomes. Directions for management practice and future research are discussed.
This research investigates the moderating effect of social capital on the conflict–innovation relationship and poses the argument
that social interaction amplifies the beneficial effect of task conflict and the harmful effect of relationship conflict,
whereas trust suppresses these effects. Analyses of a sample of 232 Canadian-based firms demonstrate that at higher levels
of social interaction, the positive relationship between task conflict and innovation is stronger, and so is the negative
relationship between relationship conflict and innovation. Furthermore, at higher levels of trust, the positive relationship
between task conflict and innovation weakens. This study adds to the emerging contingency perspective pertaining to the study
of conflict and provides a more nuanced view of the beneficial role of intra-organizational social capital for innovation.
The rapid proliferation of computer-based information systems is increasing the importance of data quality to both system makers and users. However, there is neither an established framework nor common terminology for investigating data quality. There is not even agreement on what the term “data” means. We lay a foundation for the study of data quality in this paper. In the first part of the paper we discuss five approaches to defining “data” in the literature. We then propose an approach especially conducive to discussing data quality. In the second part of the paper we discuss the most important dimensions of data quality: accuracy, completeness, consistency and currentness. We define these four and several related dimensions and discuss them in detail. We close the paper by outlining several areas for further research on data quality.
There has been considerable research on the factors that predict whether individuals will accept and voluntarily use information systems. The technology acceptance model (TAM) has a base in psychological research, is parsimonious, explains usage behavior quite well, and can be operationalized with valid and reliable instruments. A limitation of TAM is that it assumes usage is volitional, that is, there are no barriers that would prevent an individual from using an IS if he or she chose to do so. This research extends TAM by adding perceived user resources to the model, with careful attention to placing the construct in TAM's existing nomological structure. In contrast to measures of self-efficacy and perceived behavioral control that concentrate on how well individuals perceive they can execute specific courses of action, this paper examines perceptions of adequate resources that can facilitate or inhibit such behaviors. The inclusion of both a formative and reflective set of measures provides the opportunity for the researcher and manager to decide whether to evaluate only the overall perceptions of adequate resources or also the specific underlying causes. The extended model incorporating these measures was then tested in the field. The results confirmed that perceived user resources is a valuable addition to the model.
In software development, team-based work structures are commonly used to accomplish complex projects. Software project teams must be able to utilize the expertise and knowledge of participants without overwhelming individual members. To efficiently leverage individuals' knowledge and expertise, software project teams develop team cognition structures that facilitate their knowledge activities. This study focuses on the emergence and evolution of team cognition in software project teams, and examines how communication activity and team diversity impact the formation of these structures. A longitudinal study was conducted of 51 database development teams. The results suggest that some forms of communication and team diversity affect the formation of team cognition. Frequency of meetings and phone calls were positively related to the formation of team cognition, while e-mail use had no effect. Gender diversity had a strong and positive effect on the development of team cognition and the effect remained stable over time. Implications for the practical potential and limitations of purposive team construction as a strategy for improving software development team performance are discussed.
Coordination is important in software development because it leads to benefits such as cost savings, shorter development cycles, and better-integrated products. Team cognition research suggests that members coordinate through team knowledge, but this perspective has only been investigated in real-time collocated tasks and we know little about which types of team knowledge best help coordination in the most geographically distributed software work. In this field study, we investigate the coordination needs of software teams, how team knowledge affects coordination, and how this effect is influenced by geographic dispersion. Our findings show that software teams have three distinct types of coordination needs-technical, temporal, and process-and that these needs vary with the members' role; geographic distance has a negative effect on coordination, but is mitigated by shared knowledge of the team and presence awareness; and shared task knowledge is more important for coordination among collocated members. We articulate propositions for future research in this area based on our analysis.
Investigating the implications of sharing different types of knowledge for task performance in a study of 164 sales teams in a management consulting company, we find that the benefits are complementary but distinct: while sharing of codified knowledge improves task efficiency, sharing of personalized knowledge improves task quality and signals competence to clients.
In this article, we provide guidance for substantive researchers on the use of structural equation modeling in practice for theory testing and development. We present a comprehensive, two-step modeling approach that employs a series of nested models and sequential chi-square difference tests. We discuss the comparative advantages of this approach over a one-step approach. Considerations in specification, assessment of fit, and respecification of measurement models using confirmatory factor analysis are reviewed. As background to the two-step approach, the distinction between exploratory and confirmatory analysis, the distinction between complementary approaches for theory testing versus predictive application, and some developments in estimation methods also are discussed.
Increasing competition resulting from the global and technological nature of markets has heightened the need for businesses to rely on cross-functional new product teams to produce innovations in a timely manner; yet functionally diverse teams' inevitable disagreements often appear to prevent this. In a study of 43 such teams, we found that the effect of task disagreement on team outcomes depended on how free members felt to express task-related doubts and how collaboratively or contentiously these doubts were expressed. Implications for managing the journey from disagreement to agreement in cross-functional new product teams are discussed.
G*Power (Erdfelder, Faul, & Buchner, 1996) was designed as a general stand-alone power analysis program for statistical tests commonly used in social and behavioral research. G*Power 3 is a major extension of, and improvement over, the previous versions. It runs on widely used computer platforms (i.e., Windows XP, Windows Vista, and Mac OS X 10.4) and covers many different statistical tests of the t, F, and chi2 test families. In addition, it includes power analyses for z tests and some exact tests. G*Power 3 provides improved effect size calculators and graphic options, supports both distribution-based and design-based input modes, and offers all types of power analyses in which users might be interested. Like its predecessors, G*Power 3 is free.
Understanding simultaneous cooperative and competitive (coopetitive) dynamics in cross-functional software development teams is fundamental to the success of software development process. The recent coopetition research is, however, hampered by a lack of conceptual focus, and the corresponding inconsistent treatment of the constructs associated with cross-functional coopetitive relationships. This study conceptualizes and operationalizes the multi-dimensional construct of cross-functional coopetition, and then presents an instrument for measuring this construct. Cross-functional coopetition is conceptualized with 5 distinct and independent constructs; 3 of them are related to cross-functional cooperation, and 2 are associated with cross-functional competition. The data collected from 115 software development project managers in Australia confirms the applicability of the constructs and their measures. This study contributes to the extant literature by providing a consensus on the conceptualization of cross-functional coopetitive behaviors, particularly in multi-party software development teams. The conceptual basis for cross-functional coopetition and its instrument will aid researchers and project managers interested in understanding coopetition in cross-functional collaborative contexts. Research and practical implications are discussed.
Improving the effectiveness of knowledge transfer from a parent firm to its subsidiary is one of the most critical issues confronting management at multinational companies (MNC). Since knowledge tends to be sticky and difficult to transfer, the success of knowledge transfer is contingent not only upon various kinds of contextual variables, but also upon the process of knowledge transfer implementation and internalization. Previous studies did not consider the process of implementation and internalization variables, and failed to provide a more comprehensive research framework for MNC knowledge transfer. This study attempts to assess the impact of knowledge stickiness on knowledge transfer implementation and internalization, as well as the performance of headquarter–subsidiary knowledge transfer. Results of this study suggest that an increase in knowledge stickiness may have a positive and significant influence on knowledge implementation, internalization, and knowledge transfer satisfaction. However, increases in knowledge stickiness beyond a certain point can also deter the success of transferring knowledge. Results also suggest a significant relationship between knowledge transfer implementation and internalization, innovation and satisfaction, and between knowledge innovation and knowledge transfer satisfaction.
Combinations of multiple, related projects into interdependent programs are becoming common in the field of information technology. However, little work exists to study the impact of interdependence in the program environment to achieve collective success. Social interdependence theory provides a structure to examine whether collaborative efforts promote behaviors that result in higher levels of success. Using resource interdependence as an indicator of collaboration, a model of promotive behaviors is developed using the lens of social interdependence. Expectations are that resource interdependence conditions will promote more mutual support, effort, and communication. In turn, these behaviors will lead to an improvement in the business objectives and operational efficiency of the organization. A survey of program and project managers in information system vendors located in India support the model. The results provide support for the argument that programs are effective organization structures that capitalize on interdependencies and that the social interdependence theory provides a consistent model to explain the benefits of resource interdependence.
High-tech companies are renowned for their high level of intellectual works even though they are facing a competitive environment. Knowledge sharing, therefore, plays an important role in a high-tech company's performance and innovation. In implementing knowledge sharing, high-tech firms often encounter setbacks due to neglecting human nature and the knowledge trading mechanism within organisations. This article aims to propose a holistic knowledge sharing framework by applying game theory, co-opetition, agent contest and reward systems, to solve the employee's dilemma and free-rider behaviour problems. Based on this framework, we categorise high-tech firms into four types of knowledge sharing, such as job guarantee, individual performance, team performance, and team learning. Empirical results showed that the type of team learning firm with agent contest and reward systems designed for both team and individual could build a co-opetitive knowledge sharing environment.
The statistical tests used in the analysis of structural equation models with unobservable variables and measurement error are examined. A drawback of the commonly applied chi square test, in addition to the known problems related to sample size and power, is that it may indicate an increasing correspondence between the hypothesized model and the observed data as both the measurement properties and the relationship between constructs decline. Further, and contrary to common assertion, the risk of making a Type II error can be substantial even when the sample size is large. Moreover, the present testing methods are unable to assess a model's explanatory power. To overcome these problems, the authors develop and apply a testing system based on measures of shared variance within the structural model, measurement model, and overall model.
Although the methodological literature is replete with advice regarding the development and validation of multi-item scales based on reflective measures, the issue of index construction using formative measures has received little attention. The authors seek to address this gap by (1) examining the nature of formative indicators, (2) discussing ways in which the quality of formative measures can be assessed, and (3) illustrating the proposed procedures with empirical data. The aim is to enhance researchers' understanding of formative measures and assist them in their index construction efforts.
The ability to transfer best practices intemally is critical to a firm's ability to build competitive advantage through the appropriation of rents from scarce internal knowledge. Just as a firm's distinctive competencies might be difficult for other firms to imitate, its best practices could be difficult to imitate internally. Yet, little systematic attention has been paid to such intemal stickiness. The author analyzes intemal stickiness of knowledge transfer and tests the resulting model using canonical correlation analysis of a data set consisting of 271 observations of 122 best-practice transfers in eight companies. Contrary to conventional wisdom that blames primarily motivational factors, the study findings show the major barriers to internal knowledge transfer to be knowledge-related factors such as the recipient's lack of absorptive capacity, causal ambiguity, and an arduous relationship between the source and the recipient. The identification and transfer of best practices is emerging as one of the most important and widespread practical management issues of the latter half of the 1990s. Armed with meaningful, detailed performance data, firms that use fact- based management methods such as TQM, bench- marking, and process reengineering can regularly compare the perfonnance of their units along operational dimensions. Sparse but unequivocal evidence suggests that such comparisons often reveal surprising perfonnance differences between units, indicating a need to improve knowledge utilization within the firm (e.g., Chew, Bresnahan, and Clark, 1990).' Because intemal transfers typi-
"In this article an attempt has been made to sketch out a theory of cooperation and competition and apply this theory to the functioning of small groups… , (i) social situations of cooperation and competition were defined; (ii) some of the logical implications inherent in the definitions were pointed to; (iii) with the introduction of psychological assumptions, some of the definitions of the two objective social situations were then drawn; (iv) the psychological implications, with the aid of additional psychological assumptions, were then applied to various aspects of small-group functionings to develop a series of hypotheses about the relative effects of co-operation and competition upon group processes; and (v) finally the concept of group was defined and linked with the concept of cooperation, thus making all of the preceding theoretical development with respect to cooperation relevant to group concepts." (PsycINFO Database Record (c) 2012 APA, all rights reserved)
In this paper, we introduce ontology-centric knowledge organization approach to realize knowledge base system for sharing and reuse of knowledge. Since ontology is an intermediate level of information representation between the model and media level of information, it can work to bridge multiple models and multiple users. To share personal information among users, they must share their manners of conceptualization which form personal ontologies. Here we introduce two systems. First, we show knowledge base system for engineering called Designers Amplifier that organizes poorly-structured documents. Next, we show the multiple ontology management system called Donden that enables users to edit multiple ontologies and helps users to integrate ontologies.
We develop a differentiated productivity model of knowledge sharing in organizations proposing that different types of knowledge have different benefits for task units. In a study of 182 sales teams in a management consulting company, we find that sharing codified knowledge in the form of electronic documents saved time during the task, but did not improve work quality or signal competence to clients. In contrast, sharing personal advice improved work quality and signaled competence, but did not save time. Beyond the content of the knowledge, process costs in the form of document rework and lack of advisor effort negatively affected task outcomes. These findings dispute the claim that different types of knowledge are substitutes for each other, and provide a micro-foundation for understanding why and how a firm's knowledge capabilities translate into performance of knowledge work. Copyright © 2007 John Wiley & Sons, Ltd.
Like all teams, knowledge teams must acquire and manage critical resources in order to accomplish their work. The most critical resource for knowledge teams is expertise, or specialized skills and knowledge, but the mere presence of expertise on a team is insufficient to produce high-quality work. Expertise must be managed and coordinated in order to leverage its potential. That is, teams must be able to manage their skill and knowledge interdependencies effectively through expertise coordination, which entails knowing where expertise is located, knowing where expertise is needed, and bringing needed expertise to bear. This study investigates the importance of expertise coordination through a cross-sectional investigation of 69 software development teams. The analysis reveals that expertise coordination shows a strong relationship with team performance that remains significant over and above team input characteristics, presence of expertise, and administrative coordination.
Knowledge sharing is an important issue to knowledge management. Because knowledge is considered as a resource of organization competition and a kind of strategic capital, the more the knowledge is expanded in an organization, the more the capacity of competition is. Although there are many theoretical literatures that suggest management means or normative rules to prompt knowledge sharing in an organization, it is difficult to evaluate the effect of knowledge sharing in an organization. The behavior of knowledge sharing among individuals in an organization is involved in the characteristics of knowledge, a conflict of interests, and interaction among actors and the organization that actors reside in. Therefore, the phenomenon of knowledge sharing is the result of dynamics, complexity, nonlinear interaction among knowledge seekers and providers, and the organization that actors belong to. In this paper, agent-based modeling is proposed for exploring the effect of knowledge sharing in an organization. The decisionmaking whether an actor share their knowledge with other is simply drawn an analogy to the prisoners' dilemma game. According to the different actor's payoff due to the characteristics of knowledge, the situations of knowledge sharing in an organization is discussed. According to the result of experiences, we found that no matter what types of knowledge sharing payoff matrices were, agents finally shared their knowledge with others. Nevertheless, most agents would take the Tit-for-Tat strategy.
The adoption of extreme programming (XP) method requires a very peculiar cultural context in software development companies. However, stakeholders do not always consider this matter and tend to stand to technical requirements of the method. Hence this paper aims at identifying aspects of organizational culture that may influence favorably or unfavorably the use of XP. In order to identify those aspects, this study analyzes dimensions of organizational culture under the perspective of practices and values of XP. This paper is based on the review of the literature of the area and empirical observations carried out with six software companies. This study does not intend to develop a tool for measurement of XP’s compatibility with the organizational culture of each company. It intends to provide parameters (favorable and unfavorable aspects) for previous consideration of the convenience of XP implementation.
The study examines the effects of social identity and knowledge quality on knowledge transfer across groups. One hundred and forty-four students performed a production task in three-person groups. Midway through the task, a member from a different group rotated into each group. The primary dependent variable was whether the group adopted the production routine of the rotating member. Analyses revealed the predicted main and interactive effects. Groups were more likely to adopt the routine of a rotator when they shared a superordinate social identity with that member than when they did not. Groups were also more likely to adopt a routine from a rotator when it was superior than when it was inferior to their own. Further, superordinate groups adopted the production routine of the rotator when it was superior but not inferior to their own, whereas groups that did not share a superordinate identity with the rotator generally did not adopt the rotator’s production routine, even when it was superior to their own and would have improved their performance.
Structural Adaptation Theory proposes that it is more difficult for teams to change from competitive to cooperative reward conditions than it is for them to change in the opposite direction, and this has been labeled the cutthroat cooperation effect [Johnson, M. D., Hollenbeck, J. R., Ilgen, D. R., Humphrey, S. E., Meyer, C. J., & Jundt, D. K. (2006). Cutthroat cooperation: Asymmetrical adaptation of team reward structures. Academy of Management Journal, 49, 103–120]. The current study investigated whether team role discussion can neutralize this effect and promote successful adaptation from competitive to cooperative reward structures. Consistent with our predictions, in a study that involved 75 four-person teams performing a complex task under cooperative reward conditions, we found that teams with a history of competitive rewards performed worse than teams with a history of cooperative rewards in a control condition. However, this effect was neutralized when teams allocated their roles in a team role discussion. This neutralization effect was driven by behavioral coordination and unmet expectations regarding conflict.
Knowledge transfer is considered to be an important topic for both researchers and practitioners. However, very little research has been pursued to understand the factors affecting knowledge transfer within teams, an important social unit within organizations. This study attempts to fill this void by examining factors that affect knowledge transfer within information systems development (ISD) teams. Taking a “connectionistic” epistemological perspective and drawing on the communications-based research on knowledge transfer, the theoretical model of the study proposes that the source's capability, credibility, and extent of communication will play an important role in determining the extent of knowledge transferred to recipients. Results from an empirical study involving student teams engaged in semester-long ISD projects supported the role of credibility and extent of communication. Interestingly, capability was not found to play a significant role in knowledge transfer. Possible explanations for this lack of significant effect of capability on knowledge transfer are presented.
It has been assumed for years that process standardization in the development of software will improve the efficiency of the development project by the virtues of applying a learned procedure and tight controls. Past research, however, is inconclusive in the elements that must be in place to achieve the benefits. In this study, we employ the software quality principle of flexibility as a mediator variable to determine if certain design aspects play a key role in achieving the benefits to the project of process standardization. A survey of computer professionals indicates that software flexibility is a positive influence. System designers should apply standard processes but with an eye toward quality design principles.
Before software project managers can enhance productivity and
satisfaction of the software project team member, the effect of
task characteristics, goal orientations, and coordination
strategies on design and coding-task outcomes must be understood. A
research model, which suggests that task interdependence, goal
conflict, and coordination strategies significantly affect
productivity and satisfaction associated with software design and
coding activities, is presented. Issues such as contingency/design
misfit, conflicting contingencies, and the extent of deviation to
theoretically prescribed coordination mechanisms applied to
contingencies are used to make predictions on productivity and
process satisfaction. A 2x2x2 factorial experiment was utilized.
Overall, projects characterized by low task interdependence
exhibited greater productivity than projects with high task
interdependence. Also, in general, organic coordination was more
productive than mechanistic coordination. There was also a
significant interaction between task interdependence and
coordination strategy. Low goal conflict and organic coordination
each lead to greater process satisfaction. Productivity results for
the goal conflict manipulation was opposite to the hypothesized
direction. Unconflicted contingencies addressed with consistent
coordination and partially conflicted contingencies, regardless of
the coordination used, exhibited significant gains in productivity.
In comparison, unconflicted contingencies with inconsistent
coordination and conflicted contingencies, regardless of the
coordination applied, resulted in lower productivity. This suggests
that there are instances where multiple contingencies, which
warrant the use of different coordination strategies, can be
adequately addressed with a specific coordination strategy.
Virtual teams cut across national, organizational, and functional boundaries, often resulting in diversity in team composition. This paper presents the results of a laboratory study involving groupware-supported, culturally homogeneous, and heterogeneous virtual teams where collaborative conflict management style, a team's cultural orientation as measured by the degree of individualism-collectivism, and group diversity affect several group performance variables. Collaborative conflict management style was positively related to performance, group diversity was found to have a moderating influence between collaborative style and group performance, and collaborative style was influenced by the individualistic-collectivistic orientations. Consistent with prior research, we found that collectivistic orientations help enhance the level of collaborative conflict management style prevailing in teams. Our research also indicates that the process to motivate team members may differ depending on their orientation.