No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
The Influence of Project Commitment and Team Commitment on the Relationship Between Trust and Knowledge Sharing in Project Teams
Abstract
The purpose of the study is to enhance our
understanding of the relationship among
trust, commitment, and knowledge sharing
in project teams. We examine how trust
directly and indirectly affects knowledge
sharing. We include two different foci of
commitment
that are highly relevant to project
teams: team commitment and project
commitment. A mediation analysis is conducted
on data from 179 project team members
in 31 Norwegian construction project
teams. Our results suggest different effects
of the two foci of commitment, indicating
that, in a project team context, project commitment
is more important for knowledge
sharing than team commitment.
... While there is a growing stream of literature on team resilience in the realm of projects Pavez et al. 2021), these have not focused on the diversity of team members' professions, such as in the case of construction project teams that comprise architects, engineers, project managers, and so on. As the transient feature of project teams may influence working in such temporary systems, the problem with diversity of professions in the project team is that it may lead to the absence of a shared social context (Buvik and Tvedt 2017) and social identity (Mitchell and Boyle 2019), making team building and collaborative working difficult (Buvik and Rolfsen 2015), thus potentially affecting project team resilience. ...
... One promising area of investigation in this quest is the intersection of diversity theory and social identity theory, which pinpoints the importance of social identity in understanding the dynamic and performance of multidisciplinary teams (Mitchell and Boyle 2019). Project team members tend to spontaneously identify with their affiliated professions in the form of professional identity (Buvik and Tvedt 2017). Moving this notion forward to professional identity salience, that is, the extent to which profession is the dominant operational basis on which the self and other members are categorized (Mitchell and Boyle 2015), may afford to predict project team resilience by gripping the professionally diverse nature of project teams. ...
... This affects individuals' attitudes and behavior in a social context (Randel 2002), as well as underpinning the definition of professional identity salience. Particularly, professional identity salience may pertain to project teams, where efforts to negotiate a solution across diverse professions are highly prevalent and typically involve cooperation and concession (Buvik and Tvedt 2017). ...
While there is burgeoning research on team resilience, resilience in temporary organizations such as project teams to boost project outcomes has yet to be fully scrutinized. Using a capacity-based conceptualization, this study investigates the predictive mechanism of project team resilience from an adaptive structuration perspective and explores the effect of team resilience on project performance. Survey data from 202 members of construction project teams lend empirical evidence to the proposed model. The results suggest that only project social media use and its interplay with professional identity salience contribute to project team resilience, which in turn improves project performance. Particularly, professional identity salience benefits project team resilience when project social media use is high, while this effect is negative when project social media use is low. These findings add to the burgeoning literature on project team resilience from a systemic and contingent lens, as well as providing informative insights for managing team resilience in engineering project practice.
... Within this context, the integration of knowledge management in project management is necessary to share information and knowledge to solve problems effectively and efficiently (Yeong & Lim, 2010). Knowledge, defined by Gao et al (2018) as the practical and theoretical understanding of a subject, is considered as an essential organizational resource (Buvik & Tvedt, 2017;Hanisch et al., 2009) and its management is considered as a fundamental tool for the success of the projects (Romani, 2017). ...
... The basic purpose of knowledge management is to create and share knowledge within organizations (Chen et al., 2018). Knowledge sharing is especially important in a project environment and contributes significantly to the performance of organizations (Buvik & Tvedt, 2017) and to understand the best way to share knowledge between teams and between members of a project (Fernie et., 2003). Further, Al Ahbabi et al. (2019) conclude that the dimensions of knowledge management had a positive impact on Integration of Knowledge Sharing Into Project Management innovation, quality and operational performance of employees. ...
... In addition, they believe that there are two dimensions to understanding knowledge in an organizational context: first, that knowledge can exist at the individual, group or organizational level; and second, that knowledge can be tacit or explicit (De Long & Fahey, 2000). This latter dimension, between tacit knowledge and explicit knowledge, is frequently mentioned in the literature (Buvik & Tvedt, 2017;Chen et al., 2018;De Long & Fahey, 2000;Fernie et al., 2003;Hoorn & Whitty, 2019;Nonaka, 1994). ...
Projects have been increasingly used in the implementation of organizations' business operations. Knowledge sharing has been considered essential in project environment; therefore, the integration of knowledge management within project management becomes crucial for project success. The objective of this research is to study how knowledge sharing is integrated within the context of a project, and what the perception of project team members about it is. A study was carried out in a company within the financial sector, focused on a project team of the entity. The results revealed that project managers, other professionals in project management, and the organization itself are very aware of the importance of knowledge sharing. The results also emphasized that, regardless of the lack of incentives by top management, project team members consider that knowledge sharing highly contributes to a successful execution of projects.
... Thus, hypothesis 1 can be accepted. The results of this test are consistent with research by Bond-Barnard et al., (2018); Buvik & Tvedt (2017);Bond-Barnard & Steyn (2015); Chiocchio et al., (2011). ...
... so that hypothesis 2 is declared unacceptable. These results are inconsistent and different from research by Bond-Barnard et al., (2018); Buvik and Tvedt (2017); Dwivedula et al., (2016); Suprapto et al., (2015); Bond- Barnard & Steyn (2015); Chiocchio et al., (2011);Liu et al., (2011);Yang et al., (2011). ...
... The indirect effect test in table 3 shows that the variable level of confidence in the success of project management through mediation, the level of collaboration does not have a significant effect, with the Tstatistic value of 0.303 which means no more than 1.96 and the P-value of 0.762 which means more than 0.05 so that hypothesis 4 is declared unacceptable. These results are inconsistent and different from research by Bond-Barnard et al., (2018); Buvik and Tvedt (2017); Bond-Barnard & Steyn (2015); Chiocchio et al., (2011). ...
This study aims to determine and analyze the effect of the trust levels which include trust, exchange of knowledge, and expectations on project management success which includes project performance, and integration of knowledge and innovation through mediation of collaboration levels which include incentive, proximity, relationship, conflict, coordination, and commitment on developer companies in Batam. The survey conducted for this study was by distributing questionnaires to 275 respondents. The sample selection method uses purposive sampling method, which the selection of samples is in accordance with predetermined conditions that the respondents came from 5 developer companies in Batam with a total of 258 complete data to be processed. The researcher used the SPSS and Smart PLS programs to examine the effect of the independent variable on the dependent variable through the mediating variable. The results of this study indicate that the variable trust levels have a significant effect on the variable collaboration levels and project management success. However, the variable collaboration levels do not have a significant effect on the variable of project management success. Likewise, the variable of trust on variable of project management success through mediation of collaboration levels does not have a significant effect. So, it can be said that the higher the trust levels, the higher the collaboration levels and project management success will be. On the other hand, there is no influence between collaboration and project management success.
... Individual and social perspectives are two main research streams since knowledge is owned by individuals; on the other hand, knowledge sharing is often embedded in social contexts [12], [13]. Social factors affecting knowledge sharing include social capital, social exchange, social commitment, organizational culture, and so forth [7], [14]- [21]. However, the explicit or implicit assumption of these studies is that knowledge sharing occurs in an interpersonal context. ...
... Another research stream is concerned with social factors. Several social mechanisms have been verified to improve knowledge sharing, including social capital theory, social exchange theory, and social commitment theory [7], [18]- [21]. Besides, Organizational culture and leadership are two dominant factors that affect project knowledge sharing from organizational perspective [14]- [17]. ...
... This study makes three critical contributions to the existing research. First, although prior studies have put efforts toward knowledge sharing antecedents in project teams, most of them focused on knowledge sharing in the interpersonal context and ignored that in other contexts, especially the communication visibility context [7], [14]- [21]. Compared with that in the interpersonal situation, knowledge sharing in the communication visibility context has to consider the influence of all other audiences except the target recipients [23], [29]. ...
While previous research has explored a number of knowledge sharing factors in project teams, little is known about antecedents of knowledge sharing in the context of communication visibility. Against this background, this article attempts to deepen our understanding of knowledge sharing antecedents in project-oriented online communities (POCs) characterized by communication visibility. Specifically, employing social power theory, this article identifies antecedents of knowledge sharing behavior and knowledge quality and examines hierarchical distance as a moderator between expert power and knowledge sharing. Data collected from 205 Chinese project members in the construction industry are used to test our proposed hypotheses. Results indicate that both expert power of others and oneself are positively related to knowledge sharing behavior and knowledge quality, respectively. Hierarchical distance hinders knowledge sharing behavior but does not significantly influence knowledge quality. In addition, hierarchical distance weakens the magnitude between expert power of others and knowledge sharing behavior but strengthens the magnitude between expert power of oneself and knowledge sharing behavior. Besides, the moderating effect of hierarchical distance for knowledge quality is found to be insignificant. Theoretical implications for project team knowledge sharing and practical implications concerning improving knowledge sharing in POCs are discussed. Index Terms-Communication visibility, knowledge sharing, online community, project management, social power.
... Project commitment refers to a sense of responsibility in which individuals accept the goals and values of the project and commit to the completion of the project. Individuals with a high level of project commitment were more actively involved in the project (Buvik & Tvedt, 2017). Previous studies found that project commitment could increase cooperation among members and enhance team cohesion, which was conducive to the establishment of an atmosphere of mutual help and knowledge sharing (Buvik & Tvedt, 2017;Chang et al., 2013;Hoegl et al., 2004;Sethi, 2000); in addition, a sense of project commitment would motivate organization members to better pursue the project goals. ...
... Individuals with a high level of project commitment were more actively involved in the project (Buvik & Tvedt, 2017). Previous studies found that project commitment could increase cooperation among members and enhance team cohesion, which was conducive to the establishment of an atmosphere of mutual help and knowledge sharing (Buvik & Tvedt, 2017;Chang et al., 2013;Hoegl et al., 2004;Sethi, 2000); in addition, a sense of project commitment would motivate organization members to better pursue the project goals. Even if they receive negative feedback, they continue to make more effort toward achieving the project's goals (Buvik & Tvedt, 2017;Jarvenpaa & Staples, 2001). ...
... Previous studies found that project commitment could increase cooperation among members and enhance team cohesion, which was conducive to the establishment of an atmosphere of mutual help and knowledge sharing (Buvik & Tvedt, 2017;Chang et al., 2013;Hoegl et al., 2004;Sethi, 2000); in addition, a sense of project commitment would motivate organization members to better pursue the project goals. Even if they receive negative feedback, they continue to make more effort toward achieving the project's goals (Buvik & Tvedt, 2017;Jarvenpaa & Staples, 2001). Therefore, we believe that project commitment can mitigate the negative effects of anger. ...
Failure is inevitable in the process of enterprise development. Previous studies have found that the negative emotions (such as anger) of employees after failure may have an important impact on their subsequent learning behaviour. However, no concrete conclusions have been drawn from related studies. Using 764 data samples from high-tech industries in mainland China, this study investigated the impact of employee anger on learning from failure and explored the moderating roles of resilience and project commitment in this process. The results showed that (1) anger has a negative effect on learning from failure; (2) resilience alleviates the negative effect caused by anger; and (3) project commitment alleviates the negative effect caused by anger. Our study has enriched the theoretical research in relevant fields and provided suggestions for Chinese companies on how to motivate employees to overcome the negative effects of failure and learn from failure.
... A large amount of knowledge is created during a project's lifetime, but knowledge is easily lost with the dissolution of the project (Schindler and Eppler, 2003;Ren et al., 2019). If effective knowledge exchange and transfer between different individuals, projects, and organizations can be realized, the possible loss of knowledge can be greatly reduced, thus avoiding the waste of time and resources (Buvik and Tvedt, 2017;Zhou et al., 2022b). Knowledge transfer (KT) exists between project members, different participating organizations of the project, and different projects. ...
... The second step is the formation of project team knowledge. The transfer of personal knowledge and the absorption, improvement, and coding of knowledge are completed within the team (Buvik and Tvedt, 2017). The third step is the mutual transfer of personal knowledge and project team knowledge. ...
... Therefore, handling the relationships between individuals within the project is critical for members to improve the effectiveness of IPKT. Scholars proposed that project managers can build a project environment of mutual trust to reinforce relationship management (Nesheim and Smith, 2015;Buvik and Tvedt, 2017). At the CPKT level, the relationship between various factors in different dimensions is more complicated. ...
A project is a specific effort to create a unique product, so it is a favorable place for knowledge creation and development. Knowledge can be transferred inside and outside projects and their parent project-based organizations, thus affecting project performance and organizational competitiveness. However, the current research on the elements and outcomes of knowledge transfer (KT) in the project environment lacks completeness and clarity, and that on the different levels of KT is fragmented. This study aims to conduct comprehensive research to determine and link the elements and outcomes of KT in the project environment. The authors systematically analyzed the relevant literature from 2000 to 2021, which showed an increasing publication trend. They divided KT in the project environment into three levels according to the transfer scenario: Intra-project, cross-project, and cross-organizational KT. Five-dimensional transfer elements and two-dimensional transfer outcomes were then identified and analyzed from previous literature. Lastly, the relationships between the transfer elements and outcomes were gathered to create a comprehensive model. Importantly, the knowledge gap in the current literature was highlighted, and future research directions were put forward. This study builds a theoretical framework linking transfer elements to outcomes that can serve as a basis for scholars and practitioners to develop effective strategies for KT in the project environment.
... Focusing on the individual level, e.g on the leadership style, shared leadership through KS can enhance the success of projects (Imam and Zaheer, 2021). On the other hand, trust in the context of projects is also a widely researched topic and several contradictory results have been found (Buvik and Tvedt, 2017) After the short theoretical background focusing on a brief overview of project management and KS, the paper continues with the applied systematic literature review regarding the KS concept in project management by involving selected top journals. Booth et al. (2012) distinguishes six forms of academic reviews: the literature review, the critical review, the integrative review, the mapping review/systematic map and the mixed studies review/ mixed methods. ...
... (e.g. Buvik and Tvedt, 2017;Park and Lee, 2014) ( ...
Projects are considered to be temporary organisations (Lundin & Söderholm, 1995), so the non-permanent nature of the projects makes it even more important for the organisations to put a significant emphasis on knowledge sharing (KS). This paper aims to present an overview of the KS concept in project management (PM) by involving selected top journals of this research field. Furthermore, to create a KS theory map introducing subject areas related to KS concept with their relationships. Scopus database was used as a source and articles published in four journals (Q1 and Q2 ranked) were chosen: International Journal of Project Management, Project Management Journal, and International Journal of Managing Projects in Business; International Journal on Information Systems and Project Management. Our primary search resulted in 49 records over a 20-year time-period (2003-2022). ‘Knowledge sharing’ was applied as our primary search-word and the document type was limited only to ‘articles’, and regarding language, source type and article ‘English’ ‘journal’ ‘articles’ were applied as filters concerning the database. Systematic literature review (SLR) was conducted based on the steps of Okoli (2015) and was visualized by a PRISMA flow chart. The final sample included 36 articles based on a three-criteria selection process. Descriptive analysis was conducted on this sample, and it was also content analysed based on multiple aspects. The main subject areas related to KS concept resulted in a theory map, which visualizes influencing and influenced factors of KS based on the analysis of the past 20 years’ articles from the selected top PM journals. The analysis revealed the overlaps and interrelationship amongst the influencing factors, which enables us to group them. These findings are useful for PM academics to place their current and future research in this KS theory map, or to identify possible gaps in the literature in this field. By being aware of the complex nature of KS, practitioners could make more focused decisions to foster the KS mechanisms in their projects.
... In this way, high project commitment means strong identification with the project among project parties. Consequently, project parties will feel responsible for the project outcome (Buvik & Tvedt, 2017;McDonough, 2000). Further, such a sense of responsibility enables project parties to be engaged in the project, which is a necessity for project success. ...
... In this case, the project party will feel valued by others and be willing to contribute their efforts in the future (Lu & Guo, 2019). Gradually, all parties will bind as a whole and be committed to the common project goals (Buvik & Tvedt, 2017). Besides, knowledge integration is commonly embedded in the process of problem-solving (Ahern et al., 2014). ...
Task conflict is prevalent among construction project parties, however, how task conflict affects construction project performance still lacks a comprehensive investigation. Against this background, this study adopts an uncertainty management perspective to conduct an integrative model including both positive and negative mediators as well as one modera-tor to investigate the link between task conflict and construction project performance. Using 206 samples from the Chinese construction industry, the proposed hypotheses are empirically examined. Results suggest that project commitment (effect size =-0.046) negatively mediates the link between task conflict and project performance, whereas knowledge integration (ef-fect size = 0.053) has a positive mediating effect. What's more, task reflexivity is found to mitigate the negative effects of task conflict on both project commitment (coefficient of interaction item = 0.12) and knowledge integration (coefficient of interaction item = 0.08). It is also found that task reflexivity changes the direction and strength of the link from task conflict to project performance by both project commitment (from-0.155 to 0.069) and knowledge integration (from-0.049 to 0.052). These findings provide a holistic understanding of the relationship between task conflict and construction project performance, thus contributing to construction project management theoretically and practically. ■
... Rosacker and Olson (2008) added that there are some things to consider when implementing this factor, such as whether selection and training of project team members is possible or whether existing people should be used. Buvik & Tvedt (2017) added that the organization must ensure that the subordinates are honest that the company has the appropriate people for this project or is willing to hire external support and that the team has an appropriate level of support and has technical knowledge and specialist knowledge. Past studies have shown that team commitment is associated with project success (Bal & Bryde, 2015;Sethi and Nicholson, 2001). ...
... In projects, commitment can also be subdivided into project commitment and team commitment. A study by Buvik and Tvedt (2017) revealed different effects of the two types of commitment which are team commitment and project commitment. In a study by Nguyen, et al. (2004), commitment to the project was very highly ranked by all the respondents. ...
Large urban construction projects in Djibouti have been identified as critical drivers of economic growth and development. However, these projects often face challenges in meeting their objectives, which can result in delays, cost overruns, and even project failure. Most past research on this phenomenon was done before the pandemic. For the successful execution of these projects in the post-pandemic era, it is imperative to identify and understand the critical success factors (CSFs) in Djibouti. This research aims to determine the CSFs for large urban construction projects in Djibouti, with a focus on project planning and scheduling, risk management, communication and stakeholder management, contractor competency, and team commitment. This was a quantitative study where the target population was project team members of construction projects in Djibouti. Convenience sampling was used. A survey method was used to collect data from 165 respondents. Data analysis was done using Smart PLS. The findings of this study revealed that contractor competencies and project team commitment are the key determinants of project success in Djibouti. The results of this study will help project owners and project managers prioritize their efforts and allocate resources toward ensuring the selection of the right contractors and improving the commitment of team members. The findings of this study will provide useful insights to project stakeholders and the construction industry as a whole in Djibouti.
... The significance of trust between team members and the team leader has been extensively documented. Previous research studies indicate that trust among partners enhances team knowledge sharing [17], team commitment [17], the ability to focus on project work [18], and team and individual performance [19]. Team efficacy relies upon trust and collaboration among team members, as it can enhance their willingness to share knowledge and engage in open discussions to address issues and manage conflicts [20]. ...
... The significance of trust between team members and the team leader has been extensively documented. Previous research studies indicate that trust among partners enhances team knowledge sharing [17], team commitment [17], the ability to focus on project work [18], and team and individual performance [19]. Team efficacy relies upon trust and collaboration among team members, as it can enhance their willingness to share knowledge and engage in open discussions to address issues and manage conflicts [20]. ...
The purpose of this research is to provide researchers and leaders with a reliable and up-to-date comparison between a single-item and a multi-item trust scale, enabling effective assessment of team members’ trust in their leaders. The aim of the study is to investigate whether a single-question scale is as reliable as a multi-item questionnaire in measuring trust. An additional goal is to provide researchers with insights and conditions for effectively using single or multiple measures to assess trust in leaders, considering factors like reliability and effectiveness. After conducting a comprehensive literature review, data were collected from 101 project members in Brazil using a survey methodology. The respondents were asked to provide feedback regarding their leaders, specifically project managers, and factor analysis was then employed to test the single-item and multi-item measures of trust. The advantages and disadvantages of each approach are discussed. The findings of our study demonstrate that both single-item and multi-item scales of trust should be utilized to gain a more comprehensive understanding of the trust construct. Single-item questionnaires can reduce survey length, improve respondent friendliness, and increase participant willingness. On the other hand, multi-item questionnaires enable researchers to analyze latent variables that contribute to an overall variable, but they cannot isolate data for each of those constructs. The results show that both measures are reliable, providing researchers and professionals with insights into the benefits and drawbacks associated with each method. Consequently, this research equips researchers and project professionals with valuable information for selecting the appropriate measurement tool.
... Previous research studies indicate that trust among partners enhances team knowledge sharing [21], team commitment [21], ability to focus on project work [22], team and individual performance [23] and project success [15]. The influence of trust in peers and its impact on project execution and outcomes is quite confirmed [24], [25]. ...
... Previous research studies indicate that trust among partners enhances team knowledge sharing [21], team commitment [21], ability to focus on project work [22], team and individual performance [23] and project success [15]. The influence of trust in peers and its impact on project execution and outcomes is quite confirmed [24], [25]. ...
... When the construction project encounters challenging issues, only when each team pools its expertise, will these project-related problems be solved. In such a process, each team will feel valued by others, and thus all teams are likely to feel responsible not only for their team performance but also for the overall outcome of the project (Buvik and Tvedt, 2017). Besides, knowledge integration is commonly embedded in the process of problem-solving. ...
... Project commitment, as a form of emergent state (i.e. cognitive, motivational and affective states; Marks et al., 2001), has been identified as a good predictor of project performance across various industries, including the automotive industry, new product development projects and construction projects (Buvik and Tvedt, 2017;Ehrhardt et al., 2014;Hoegl et al., 2004). In construction projects, there commonly exist numerous teams in a project. ...
Purpose
In today's digital and post-pandemic era, construction teams can span their boundary to obtain important resources and support in computer-mediated ways. However, the benefits of computer-mediated team boundary spanning (TBS) are mostly assumed. Empirical evidence for these benefits is in lack. Thus, this study attempts to investigate the influence of computer-mediated (instant messaging in this study) TBS on construction project performance and the underlying mechanism.
Design/methodology/approach
From the multiteam system (MTS) perspective, this study employs the input-process-outcome (IPO) framework and coordination theory to explore the influence of instant messaging-based team boundary spanning (IMTBS) on construction project coordination processes and project performance. A theoretical model is built and validated with a survey involving 206 construction projects.
Findings
Results show that IMTBS positively affects knowledge integration and project coordination, but negatively affects project commitment. The positive link between IMTBS and project performance is attributable to knowledge integration and project coordination. Further, project commitment is also found to negatively mediate the relationship between IMTBS and construction project performance.
Originality/value
To the best of the authors’ knowledge, this study is the first to empirically investigate the influence of TBS on construction project performance. As such, this study contributes to the literature on TBS in the construction field. In addition, the findings of this study unveil the double-edged characteristic of IMTBS, which should attract managers' attention. This also indicates that the form of TBS is a significant determinant of its effectiveness, which should attract scholars' attention in the future.
... Trust in the team represents a potentially vital job resource for agile teams because trust constitutes a central determinant of effective teamwork [27,28] and has been found to play a crucial role in the functioning of teams in this context [3]. Trusting one's teammates implies positive expectations about their actions and motivation grounded in the belief of their competence, integrity, and benevolence [29]. ...
... Also, the support, mutual respect, and encouragement of fellow teammates provide team members with feelings of being accepted and cared for, satisfying their need for belonging and relatedness [16], thus increasing their work engagement. In addition, trust within the team has been found to facilitate the open sharing of knowledge and ideas in teams [28]. The increased sharing of knowledge and the presence of shared information may boost the team's engagement [30]. ...
To have engaged and high-performing agile teams are what most organizations strive for. At the same time, there is little research on the drivers of team work engagement in the software context. Team autonomy and trust are crucial for agile teams and are suggested as potential boosters of team work engagement and performance. In this study, we apply the Job Demands-Resources model to examine the role of autonomy and trust and their impact on work engagement and team performance in agile teams. We analyze quantitative survey data from 236 team members in 43 agile teams to examine how team autonomy and trust relate to team work engagement and how engagement mediates the relationship between these factors and performance. Our results show that while both autonomy and trust are positively related to team work engagement, team trust plays a more critical role than team autonomy. Teams with high team trust showed higher engagement, which enhanced team performance. Our results highlight the importance of social factors such as trust in creating conditions for high performance in agile teams through its effect on team work engagement.
... Project commitment is derived from the term organizational commitment (Zhu et al., 2021), which elucidate the existing relationship between organization and its member (Xiuxia et al., 2016). Project commitment is specifically in the project context and refers to the belief of individual members in the achievement of project goals and their responsibilities and willing effort to accomplish project goals (Buvik & Tvedt, 2017;Hoegl et al., 2004), advocating that individuals having high commitment feel obligation to accomplish the desired project goals (McDonough, 2000). Studies demonstrated that individual commitment is vital for the on-time project completion (Iyer & Jha, 2006). ...
This study investigated the impact of role overload on project commitment and project citizenship behavior in the presence of positive affect as mediating mechanism. Data were collected from 240 respondents working on projects in different project-based organizations of Pakistan. Surprisingly, results revealed the curvilinear relationship between role overload and project commitment as well as project citizenship behavior. Further results confirmed the mediating role of positive affect between role overload and project commitment as well as project citizenship behavior. Role overload is a double edge sword, it can motivate subordinates, but at the same time it can also deteriorate their involvement in work and performance.
... The results emphasize the importance of Personal Commitment to the project and the virtual project team. From colocated teams it is already known, that a high project commitment positively influences team member motivation to spend all available efforts on the project (Buvik & Tvedt, 2017). Hence, it should be fostered and used as a leverage for project teams and successful project results (Tremblay et al., 2015). ...
More and more members of project organizations collaborate in virtual teams. Due to globalization and more recently driven by the impact of the Covid-19 pandemic, the number of virtual project team members grew significantly, and many leaders look for key factors which allow virtual teams to reach a higher level of Teamwork Quality. This article summarizes previous investigations to develop a measuring instrument for both Teamwork Quality and potential predictors. Based on a literature review a conceptual model with 30 salient items measuring ten latent predictors as well as one latent concept for Teamwork Quality has been developed and transformed into a survey. The questionnaire was shared online and completed by 211 members of virtual project teams. Afterwards an Explorative Factor Analysis as well as a Reliability Analysis have been performed to explore the structure of the items. The result suggested one dependent measure for Teamwork Quality in virtual project teams and three latent predictors. These factors have been included into a Structural Equation Model and have been supported by a Confirmatory Factor Analysis. The steps described led to three factors (Personal Commitment, Team Balance & Mutual Support, Result Orientation) that have an influence on the latent variable “Willingness to succeed”.
... In feedback communication (Yang, Yang, Browning, Jiang, & Yao, 2019), information sharing is a two-way street, so team members not only communicate with each other but they coordinate their tasks. Trust can be defined as a latent construct based on an individual's ability to rely on others (Buvik & Tvedt, 2017). In Brazilian Journal of Business, Curitiba, v. 7, n. 1, p. 1-27, 2025 z this paper, trust is based on team's common expertise (µ), as given in Eq. ...
The distributed project architecture is based on the coordination process by structuring activities and virtual teams. This architecture approaches the agile organization through sensitivity and organizational sustainability via the Task-Technology fit to construct a virtual product development organization. The design structure matrix is used to model the commitment of teams’ projects under trust for assessing coordination and communication in virtual project teams. An illustrative example from the Huawei project is provided to verify the proposed model. Results indicate that common expertise drives two-way communication among teams, and trust and commitment are the main sources of increasing the window of overlap and so the communication frequency. Task-technology fit is critical to increase the communication among virtual teams to strengthen their coordination. They also demonstrate that organizational agility reflects an efficient approach to encounter the product development project challenges such as geographical dispersion, time zone and cultural differences, project quality and duration.
... Trust is a crucial element of relationships in organizations, because it promotes cooperative behavior (Buvik and Tvedt, 2017). Building trust is a prerequisite for behavior exchanges that can result in productive partnerships that encourage knowledge exchange and ongoing learning. ...
Tourism and hospitality industries are labour intensive, however, it has high turnover rate. Therefore, the current study aims to decrease turnover intention among hospitality and tourism employees via using training in a proposed moderating mediated model. The study aims are threefold, firstly to examine the direct effect of employees' training perceptions on turnover intention, secondly to examine the indirect effect via self-efficacy as a mediator, and finally to examine the moderating effects of both organizational trust and person-job fit between employees' training perceptions and self-efficacy. Data were collected through a questionnaire form that was designed and distributed to a sample of employees at hotels and tourism companies located at Cairo city. Smart PLS was used to analyze the collected data. It was revealed that training perceptions could increase employees' self-efficacy which in turn decreases turnover intention among the employees. The proposed moderators including organizational trust and person-job (P-J) fit could also fortify the effect of training perceptions on leveraging employees' self-efficacy. Consequently, the study recommends enhancing P-J fit via accurate employees' selection in advance to increase training effectiveness and decreasing turnover intention as a result. Additionally enhancing organizational trust increases the likelihood of training effectiveness and hence turnover intention decreases. Introduction:
... Firstly, the present study extends the research context of KS in the construction management field. Although previous research has explored a lot of factors influencing KS within construction project teams, most of them didn't clarify the specific situations (Agarwal and Anantatmula, 2023;Buvik and Tvedt, 2017;Imam and Zaheer, 2021;Zhang and Cheng, 2015). Correspondingly, the recipients of the shared knowledge are not clear, which significantly impacts the sharer's psychological perceptions. ...
Purpose
Mobile messaging groups (MMGs) have been widely adopted in construction practice, yet, little is known about how to foster knowledge sharing (KS) in MMGs, characterized by communication visibility. This study is thus motivated to investigate mechanisms for KS in this context.
Design/methodology/approach
The paper employs knowledge governance theory to construct a theoretical model and develop hypotheses. Specifically, psychological safety is identified as a mediator between knowledge governance mechanism (KGM) and KS, and promotion regulatory focus is identified as a moderator between KGM and psychological safety. Data from 208 Chinese construction project team members are collected to test the proposed theoretical model.
Findings
The results suggest that both formal and informal KGM positively affect psychological safety, which in turn improves KS (quantity and quality). Moreover, the mediating role of psychological safety is confirmed, and the moderating role of promotion regulatory focus is validated.
Originality/value
This study explores how to foster KS in MMGs, which are pervasive in today’s digital age. The findings in this study enhance the understanding of KS in digital environments and afford important insights into knowledge management within construction project teams.
... In a project, cross-functional teams are dependent on the level of trust between them to engage in collaborative interactions (Buvik and Rolfsen, 2015). In a project but is also an essential part of teamwork and project success (Wong et al., 2023;Buvik and Tvedt, 2017). ...
This study aimed to understand the challenges faced, the adoption of project management best practices, and the effect of adopting these practices within private organizations in Tanzania. Several projects in Tanzania, such as the Kigamboni City Project, have failed, resulting in the loss of billions of dollars. Despite the importance of adopting project management practices for achieving project success, there is a gap in the literature regarding a deeper understanding of specific challenges and best practices that contribute to project success. This qualitative study was based on an interpretivism philosophy. Using purposive sampling, rich data was collected from six project managers in Tanzania. Thematic analysis identified key challenges, including team conflict, scope creep, resource constraints, technology uncertainty, and inadequate planning. The best project management practices include a clearly defined business case, setting up a unit to manage a project, scope definition and control, resource management, and team development. The study results will provide project practitioners with better insights, enabling them to increase the likelihood of project success by addressing the challenges and implementing best practices specific to the context of Tanzania. A deeper understanding of these challenges and best practices will lead to higher project success rates in Tanzania.
... Project commitment refers to the project goals acceptance, the readiness to bestow substantial effort and the yearning to sustain membership in project [53]. High level of project commitment compels an individual to involve actively in the project [18]. Past research revealed that commitment enhances cohesion and cooperation in team, which is conducive for the establishment of an environment that fosters knowledge sharing and mutual help (Buvik and Tvedt 2017), [24]. ...
Drawing on conservation of resources theory, the study aimed to investigate the relationship between work–family conflict (time-based, strain-based and behavior-based) and project manager abusive supervision in the presence of mediating mechanism and boundary condition. Time-lagged data were collected from 235 respondents working on construction projects to examine the proposed relationships by utilizing regression analysis. Findings indicated that the dimensions of work–family conflict had a positive significant relationship with abusive supervision and negative relationship with project commitment. Additionally, project commitment mediated the relationships and psychological resilience were found to alleviate the negative influence of work–family conflict on project commitment. Surprisingly, the results delineated that strain-based work–family conflict have more pronounced influence in instigating abusive supervision. This study is unique as it broadens the empirical research on work–family conflict and more particularly negative supervisor behavior in the project context.
... Shared foci enhances connectivity and interaction frequency among team members by breaking down physical, organizational and cognitive constrains (Poleacovschi et al., 2019). Secondly, team members have a sense of identity and commitment to the shared focus in terms of shared interest, norms and goals (Buvik & Tvedt, 2017). Lomi et al. (2014) indicatedthat social foci operated to confine the network of advice relations within organizations through the identification mechanism. ...
... However, the vast literature leaves room to explore how social relationships at work manifest through coworker support and their effect on knowledge sharing. Buvik and Tvedt (2017) argue that trust is instrumental in fostering knowledge sharing by enhancing commitment to teams and projects. Trustworthiness and the propensity to trust can develop from coworker support; however, this was not explicitly explored in this study. ...
Drawing on affective events theory, this study considers knowledge sharing as an outcome of emotional responses resulting from an individual’s experience of workplace events. This study aimed to empirically examine how coworker support as a work event encourages employees’ knowledge contribution and knowledge-seeking behaviors through feelings of vitality. A structured, questionnaire-based survey was administered to 430 employees of knowledge-based organizations in India. The retrieved data were further analyzed using structural equation modeling. The results indicate that perceived coworker support positively influences the knowledge contribution and knowledge-seeking behavior of individuals in the workplace. Furthermore, vitality mediated the positive association between perceived coworker support and knowledge sharing. This implies that the perception of coworker support in the workplace augments employees’ feelings of vitality, which further motivates them to contribute to and seek knowledge from coworkers. Therefore, this study critically underscores the existence of a “performance loop” in knowledge sharing, as coworkers find it difficult to bypass an employee because of their outstanding performance and the fact that the same virtuous cycle elicits greater knowledge sharing by coworkers. Such perceived goodwill makes employees so good that they cannot be ignored within an organizational setting. This is a pioneering study investigating how coworker support in the workplace stimulates knowledge sharing among employees by considering the mediating effect of feelings of vitality. This study also contributes to the positive psychology and knowledge management literature by revealing the implications of vitality for extra-role behaviors such as knowledge sharing.
... Likewise, the relationship between trust and collaboration on the one hand and project outcomes on the other has also been documented extensively. This is true for project performance in general (Cheng, Fu & De Vreede, 2021;Strahorn, Brewer & Gajendran, 2017), as well as for outcomes specifically related to innovation, like knowledge sharing and exploration (Arranz & de Arroyabe, 2012;Bond-Barnard, Fletcher & Steyn, 2018;Buvik & Tvedt, 2017;Nygaard & Russo, 2008). At the level of the project team trust is also important because it promotes psychological safety, i.e., a group climate in which "people feel free to express relevant thoughts and feelings" (Edmondson, 2012: 118). ...
... Trust helps to share even negative aspects and criticism (Barnett et al., 2010) and plays a crucial role in creating an environment for innovation and transparency (Jahansoozi, 2006). Trust is one of the preconditions for exchanging behaviour (Buvik & Tvedt, 2017), which promotes collaboration and knowledge sharing. The climate for trust also motivates employees to find new opportunities for collaboration and makes employees engage in change-orientated behaviours (Fainshmidt & Frazier, 2017). ...
The main purpose of this study is to determine how cultural intelligence and interpersonal trust impact innovative work behaviour and intellectual capital development in organizations. Research conducted by various authors shows that managers with higher levels of cultural intelligence have higher levels of interpersonal trust. As a result, they are more flexible in the adoption and creation of new ideas and solutions. Most of them are not afraid to share their knowledge and experience by accepting different opinions and creating an appropriate organizational culture. It enables an opportunity to strengthen all elements of intellectual capital and facilitates the competitiveness of the organization. Cultural intelligence and interpersonal trust create opportunities for innovative behaviour in organizations by developing intellectual capital. The scientific literature presents various studies about cultural intelligence and its impact on organizational performance. Most of the studies focused on the integration of migrants into the organizations' work. Currently, the working environment is cross-cultural, especially after the COVID-19 pandemic and considering globalization and digitalization issues. Despite the various benefits of working in a multicultural environment, there are some significant challenges organizations face, such as interpersonal trust development and cultural intelligence. The current study focused on local employees at organizations: 93 managers of higher education institutions from Latvia were interviewed. The author used qualitative and quantitative research methods for data collection and analysis. Semistructured interviews were used for data collection. The research tool was developed on the basis of scientific literature using different statements about interpersonal trust, work engagement and level of cultural intelligence. One of the significant results found during research is that managers with international experience (working or studying abroad) are more critical of working in international teams and building interpersonal trust within cross-cultural teams. This fact could be the research object in future research. The research results can be used for future research exploring factors influencing cultural intelligence development in cross-cultural organizations and its role in innovation development and intellectual capital management.
... Moreover, the findings reveal interpersonal trust positively influence knowledge sharing intention. The findings were found to be similar to [52], Buvik and Tvedt [53], Elianto and Nury [54]. Academicians are more inclined to participate in knowledge sharing with the purpose of increasing communication frequency and availability to share information and knowledge, owing to employees' trust in one another. ...
The determinants of information sharing intention are identified in this paper (i.e., managerial support, interpersonal trust, and reciprocity). Data were collected from questionnaires from academicians in the Malaysian private universities. Multiple regression analysis was performed to test the analysis. Management support, interpersonal trust and reciprocity positively influence knowledge sharing intention. The results revealed management support, interpersonal trust and reciprocity play significant roles in determining academicians’ knowledge sharing intentions. Based on the insights of social exchange theory, this study discovered that strong effects of managerial support, interpersonal trust, and reciprocity on information sharing intention. Hence, social exchange theory is extended to the knowledge sharing intention among academicians’ universities. For the university to encourage knowledge sharing intention, they may improve their current management style and maintain a work environment that encourages employees to trust each other.
... Moreover, the findings reveal interpersonal trust positively influence knowledge sharing intention. The findings were found to be similar to [52], Buvik and Tvedt [53], Elianto and Nury [54]. Academicians are more inclined to participate in knowledge sharing with the purpose of increasing communication frequency and availability to share information and knowledge, owing to employees' trust in one another. ...
The determinants of information sharing intention are identified in this paper (i.e., managerial support, interpersonal trust, and reciprocity). Data were collected from questionnaires from academicians in the Malaysian private universities. Multiple regression analysis was performed to test the analysis. Management support, interpersonal trust and reciprocity positively influence knowledge sharing intention. The results revealed management support, interpersonal trust and reciprocity play significant roles in determining academicians’ knowledge sharing intentions. Based on the insights of social exchange theory, this study discovered that strong effects of managerial support, interpersonal trust, and reciprocity on information sharing intention. Hence, social exchange theory is extended to the knowledge sharing intention among academicians’ universities. For the university to encourage knowledge sharing intention, they may improve their current management style and maintain a work environment that encourages employees to trust each other.
... The construction industry has a unique project-based nature, different participants with diverse skills and knowledge are required to achieve the project objectives for a collective approach. Construction project teams including various professions are assembled to perform planned, specific tasks in a limited time and they disintegrate after the project execution (Buvik & Tvedt, 2017). ...
... We notice that in existing studies, project commitment, as an individual's positive cognition toward a project, has not received much attention from scholars studying failure. Most studies have explored the direct impact of project commitment on individuals' positive behavior [32,33], while neglecting its crucial positive boundary role in the bond of "emotional affects-behaviors". Therefore, we intend to include project commitment in our theoretical model to explore how this positive cognition interacts with daily affective states to have an impact on the process of affective states influencing learning from failure. ...
Given the enormous value that project failure brings to individuals and organizations, a large number of scholars have explored the antecedents that affect employees’ learning from project failure. However, few scholars have paid attention to how individuals’ affective states interact with cognition patterns to learn from failure. Based on cognitive behavioral theory, this paper explores the relationship between employees’ different daily affective states and learning from project failure and incorporates the mediating role of error management strategy and the moderating role of project commitment. By using SPSS and Amos software, hierarchical regression analysis of questionnaire data collected from 774 employees in high-tech firms in China indicates that (1) positive/negative affective states positively/negatively affect learning from failure, respectively; (2) error management strategy mediates the relationship between daily affective states and learning from project failure; and (3) project commitment moderates the relationship between negative affective states and error management strategy; specifically, this relationship is weaker when project commitment is stronger. However, the moderating effect of project commitment on the relationship between positive affective states and error management strategy is not supported. The results further expand the research related to learning from failure and have practical implications for failure management in high-tech enterprises.
... In the field study of organisational behaviour, OC is viewed as a social entity of an organisation, whereas, TC pertains to the task at hand (Buvik and Tvedt, 2017). TC is commonly understood as the project teams' emotional acceptance of and strong belief in, the project's goals and values, to which they keep motivated to engage in and the desired to remain with the project (Hoegl et al., 2004). ...
... Two-dimensional scales developed by Buvik and Tvedt (2017), Gulati and Nickerson (2008), Han and Hovav (2013), Sedita and Apa (2015), and Castillo et al. (2018) were used to measure inter-organizational relationships, including trust commitment (e.g., "trust each other in the strength or level of their technological innovation", four items), and communication (e.g., "innovative organizations are willing to share innovative experiences and innovative technologies", three items). The reliabilities were 0.793 and 0.811, respectively, and the reliability of all 7 items scales was 0.802. ...
The construction industry has made an indispensable contribution to China’s environmental and economic development. With the advent of the volatile, uncertain, complex, and ambiguous (VUCA) era, cross-organizational collaboration has enabled megaproject participants to engage significantly in problem-solving and technological innovation. The impact of innovation organization network on the synergy of cross-organizational technological innovation (COTI synergy) in megaprojects is imperative for theoretical researchers and engineering practitioners. Therefore, this study aims to develop a hypothetical model of innovation organization network and COTI synergy, focusing on the mediating role of interorganizational relationships and the moderating effect of the technological innovation environment. The results of 211 questionnaires from the Chinese construction industry show that innovation organization network improves COTI synergy. Trust and communication play a vital mediating role between innovation organization network and COTI synergy. Moreover, innovative culture has a significant positive moderating effect on innovation organization network and interorganizational relationships. From the perspective of organization network, this study provides new insights into the development of technological innovation management research on megaprojects, theoretical references, and practical suggestions for project teams in developing countries to improve collaborative technological innovation efficiency.
... For example, "cooperation with persons from other cultures create difficulties and misunderstanding and lead to negative consequences in projects (Chroust, 2020). In addition, differences in cultural dimensions mean different emotional responses (Fernández, Carrera, Sánchez et al., 2000), and these differences in cultural origin may contribute to the creation of a "cultural complexity" that can also have an impact on citizenship behaviors in the projects (Buvik & Tvedt, 2017;Sackmann & Friesl, 2007). In this context, it can be stated that Project Citizenship Behaviors (PCB) s (Braun et al., 2012), a phenomenon that includes social actions such as helping, loyalty, compliance, and proactivity that are not included in individual contracts (Braun et al., 2012), will also be under the influence of culture. ...
This research considers the applicability and meaningfulness of the concept "Project Citizenship Behavior" (PCB) across other cultures. The necessity of exploring the impact of culture in the context of the project is the increase in the number of geographically dispersed projects and their teams that cross national borders. In this context, the main purpose of this literature review is to theorize differences in PCBs display across cultural dimensions. In this narrative review, we enter into an unexplored field about the specific interaction of PCB with cultural dimensions. We consider the culture phenomenon as an antecedent variable that may affect the individual PCBs exhibited in the projects. In conclusion, literature findings show us that cultural dimensions can have a significant impact on the probability and frequency of PCBs. Furthermore, the cultural dimensions revealed by this study and the theoretical links between PCBs fill this particular gap in the literature.
... A project manager is in charge of creating and maintaining a good atmosphere among team members as teamwork involves the interdependence of its members. They should also develop a positive climate that leads to cooperative behavior patterns (Costa and Anderson 2011) and knowledge sharing (Buvik and Tvedt 2017). ...
Recent warnings have been raised about the project success rate in organizations. Among many reasons of disappointing results, research on project management reveals a gap in examining project success. Traditionally, project success has been widely studied from the rational view but rarely from the behavioral view. Today’s businesses are facing multiple challenges and opportunities in a volatile market environment that require constant changes within organizations and leaders’ behavior. The role of project managers is no longer the same. This study attempts to update the discussion of project managers soft skills by examining two major behavioral factors: project manager’s emotional intelligence and trustworthiness and their impact on job satisfaction and project success. This research compiles a quantitative survey. Data were collected from 101 project team professionals. The results reveal that project managers’ emotional intelligence and their team members’ trust in them impact project success significantly. The findings provide organizations with a necessary complementary behavioral view of project management. Organizations can take project manager trustworthiness and emotional intelligence into account when recruiting and training project managers and throughout the project planning and execution life span.
... Firstly, the present study extends the research context of KS in the construction management field. Although previous research has explored a lot of factors influencing KS within construction project teams, most of them didn't clarify the specific situations (Agarwal and Anantatmula, 2023;Buvik and Tvedt, 2017;Imam and Zaheer, 2021;Zhang and Cheng, 2015). Correspondingly, the recipients of the shared knowledge are not clear, which significantly impacts the sharer's psychological perceptions. ...
... In the field study of organisational behaviour, OC is viewed as a social entity of an organisation, whereas, TC pertains to the task at hand (Buvik and Tvedt, 2017). TC is commonly understood as the project teams' emotional acceptance of and strong belief in, the project's goals and values, to which they keep motivated to engage in and the desired to remain with the project (Hoegl et al., 2004). ...
... However, the unfolding nature of valuation practices suggests that every decision in the project constitutes an opportunity cost, as other decisions could have been made instead. Besides, the commitment of various parties to an agreement involves social investment and trust that they would not like to damage by reversing their decisions (Buvik & Tvedt, 2017). For this reason, the timings of interactive valuation practices become a key issue for the project actors. ...
In project research, value has been conceptualized either as something subjective in peoples’ minds or as an objective reality. However, in practice, project actors encounter, express, and negotiate value both subjectively (e.g., as ideals and beliefs) and objectively (e.g., as the price) depending on the evolving circumstances of real-life situations. To capture the project value phenomenon from project actors’ perspective, we adopt a projects-as-practice approach on project value, which puts the emphasis on the activity, process or practice of valuation rather than on value as something in itself. This suggests that project value must be understood with a focus on valuation practices, through which various project actors express what they value, and through which they evaluate the alternative ways of proceeding with the project tasks in hand. Using practice-level interaction data from three projects in an architectural practice, we reveal three nexuses of interrelated valuation practices with distinct practical rationalities, through which various considerations of project actors manifest themselves and get resolved in different ways. We argue that these valuation practices combined create an ongoing process of reconciliation in the observed projects and enact project value on an ongoing basis. We discuss how the cross-cutting issues of relational constitution of valuation practices, temporality as well as power relationships configure the practical rationality of valuation practices, thus determining the enacted project value. Our study complements the existing research on project value by establishing project value as practice, and by highlighting relational constitution, temporality, and power as key issues for the study of the project value phenomenon.
... The contradiction in the findings can be explained by the differences in the sample and demographics of the study, as it was conducted in an industrial setting where employees compete for resources. Although there are several studies exploring these relationships, there are suggestions of in all these literatures on the contribution of trust and motivation in enabling knowledge sharing among academics and members of the organization (Buvik & Tvedt, 2017). The government of Malaysia and its MOHE continues to seek improved measures of building international trust in its educational sector. ...
Knowledge sharing within the academic community is necessary for
achieving academic excellence in today’s knowledge-based environment.
Knowledge sharing requires teamwork in research, collaboration and joint publications, which suggests building trust among academics. Thus, the present study
develops a model based on the Theory of Social Exchange that addresses the
contribution of trust to knowledge sharing. The study adopted a quantitative
research design in collecting and analyzing data from 380 respondents who are
academics in the five Malaysian research institutions. Structured equation modelling (SEM) via SmartPLS software was utilized to examine the study hypothesis. The
results showed that trust (TR) has a positive and significant relationship with
knowledge sharing (KS). Furthermore, trust significantly predicts organizational
citizenship behaviour (OCB), which was found to influence KS significantly. Moreover,
the study results show an indirect relationship between TR and KS. OCB variable’s
... The contradiction in the findings can be explained by the differences in the sample and demographics of the study, as it was conducted in an industrial setting where employees compete for resources. Although there are several studies exploring these relationships, there are suggestions of in all these literatures on the contribution of trust and motivation in enabling knowledge sharing among academics and members of the organization (Buvik & Tvedt, 2017). The government of Malaysia and its MOHE continues to seek improved measures of building international trust in its educational sector. ...
Knowledge sharing within the academic community is necessary for achieving academic excellence in today’s knowledge-based environment. Knowledge sharing requires teamwork in research, collaboration and joint publications, which suggests building trust among academics. Thus, the present study develops a model based on the Theory of Social Exchange that addresses the contribution of trust to knowledge sharing. The study adopted a quantitative research design in collecting and analyzing data from 380 respondents who are academics in the five Malaysian research institutions. Structured equation modelling (SEM) via SmartPLS software was utilized to examine the study hypothesis. The results showed that trust (TR) has a positive and significant relationship with knowledge sharing (KS). Furthermore, trust significantly predicts organizational citizenship behaviour (OCB), which was found to influence KS significantly. Moreover, the study results show an indirect relationship between TR and KS. OCB variable’s mediation effect is statistically significant. The current study establishes a link between trust and knowledge sharing. This area of research is limited in Malaysia, and research identifying the mediating role of OCB between trust and knowledge sharing behaviour within academic and research institutions in Malaysia is limited. The study’s outcome applies to higher academic institutions and other academic and industrial corporations where knowledge sharing is required to ensure higher performance.
Les travaux de recherche portant sur l’utilisation de l’application WhatsApp dans un contexte électoral sont rares. L’objet de cet article consiste précisément à étudier l’influence de l’adoption de WhatsApp sur l’implication organisationnelle des membres des équipes de campagne électorale. En se basant sur une étude quantitative réalisée auprès de 70 membres d’équipes de campagne électorale engagés dans les élections municipales de 2020 de différentes villes françaises, un modèle est évalué selon l’approche PLS-PM visant à estimer si l’adoption de WhatsApp possède une influence directe statiquement significative sur les différentes dimensions de l’implication organisationnelle des différents membres des équipes de campagne électorale.
In the context of open innovation, we study the conversion of groups' tacit knowledge, in order to achieve effective virtuality between members of cross-firm teams and optimize innovative projects through three cases of international platforms. The results show that virtual teams succeed in sharing knowledge through digital platforms thanks to communication, integration, an innovative corporate culture at the micro level, a participative approach, transformative leadership and transparency at the meso level, as well as participative governance, long-term commitment and a shared common strategy at the macro level.
Projects have been increasingly used in the implementation of organizations' business operations. Knowledge sharing has been considered essential in the project environment; therefore, the integration of knowledge management within project management becomes crucial for project success. The objective of this research is to study how knowledge sharing is integrated within the context of a project, and what is the perception of project team members about it. A case study was carried out in a company within the financial sector, focused on a project team of the entity. The results revealed that project managers, other professionals in project management, and the organization itself are very much aware of the importance of knowledge sharing. The results also emphasized that, regardless of the lack of incentives by top management, project team members consider that knowledge sharing highly contributes to a successful execution of projects.
Purpose
Drawing on goal-setting theory and team effectiveness theory, the study aims to examine the impact of agile taskwork and agile teamwork on team performance. In addition, it investigates the mediating effect of project commitment on the impact of agile taskwork and agile teamwork on team performance. Furthermore, the study also tests the moderating role of career level on the impact of agile taskwork and agile teamwork on team performance.
Design/methodology/approach
Survey data were collected from 563 employees working in 290 information technology (IT) companies in India using a self-reporting structured questionnaire. Partial least squares path modeling was used to test the hypothesized model, and the Process macro was used to test the moderating effect.
Findings
The results show that agile taskwork and agile teamwork positively affect team performance and project commitment, and project commitment positively impacts team performance. Furthermore, project commitment fully mediates the relationship between agile taskwork and team performance and partially mediates the relationship between agile teamwork and team performance. Furthermore, the career level negatively moderates the impact of agile taskwork and agile teamwork on team performance.
Practical implications
The study shows the importance of agile work practices and project commitment to enhance team performance. Thus, the study provides managers with two strategies to improve their team performance.
Originality/value
There is a scarcity of research examining the distinct effects of agile taskwork and agile teamwork on team performance and the mediating role of project commitment in these relationships. Furthermore, as per the empirical evidence, no previous research has empirically examined the moderating role of career level in the agile taskwork-team performance and agile teamwork-team performance relationships.
Purpose
This paper aims to investigate the impact of relationship quality among team members in the project team on knowledge transfer effectiveness and analyze the role of organizational structure in the influencing process.
Design/methodology/approach
The hypotheses are verified by the Structural Equation Modeling (SEM) analysis using Smart PLS 3 software with the data collected from 236 questionnaire samples in Chinese construction industry.
Findings
The results indicate that relationship quality has a direct impact on knowledge transfer in project teams and centralization has a negative impact on relationship quality. Moreover, relationship quality plays a mediating role between centralization and knowledge transfer effectiveness and formalization plays a negative moderating role in the effect of relationship quality on knowledge transfer effectiveness.
Originality/value
This paper studies intra-project knowledge transfer from the perspective of relationship quality of project teams and explores the antecedent and moderating role of organizational structure in the influence of relationship quality on knowledge transfer.
Voice behavior of project team members (PTMs), defined as the process in which PTMs proactively share ideas, concerns, and opinions about work-related issues to improve the status quo of projects, is pivotal but underexplored in construction projects. Using social identity theory, this study investigated how inclusive leadership influences PTMs’ voice behavior with survey data from 232 construction PTMs. The results indicated that inclusive leadership predicts PTMs’ promotive and prohibitive voice behavior, whereas project identification mediates both relationships. Team coordination strengthens such indirect impacts of inclusive leadership on PTMs’ prohibitive voice. Theoretical and practical implications of these empirical findings are discussed.
Purpose
Lack of knowledge-sharing behavior (KSB) among construction project members hinders propagation of expertise, working methods, and lessons learned within an organization, and deprives the organization of a sustainable competitive edge. The present study investigates the combined effect of organizational antecedents of construction projects on members' KSB and provides a reference for developing management initiatives to motivate KSB.
Design/methodology/approach
Based on organizational theory and organizational behavior literature, five organizational antecedents associated with KSB from organizational culture and structure were identified. Subsequently, the authors used survey data from 152 organization members in Chinese construction enterprises to conduct the fuzzy-set qualitative comparative analysis (fsQCA) and reveal configurations of organizational antecedents influencing KSB.
Findings
This study identifies five configuration paths that are sufficient for shaping the KSB of construction project members, integrated into two types of driving modes, namely “trust-driven” and “incentive-driven”. Relevant discussions can guide managers of construction project organizations to position the driving strategies of KSB that match different organizational scenarios or constraints.
Originality/value
By analyzing the configuration effects of organizational antecedents on KSB, novel clues are provided for governing the deficiency of KSB among construction project members. This contributes to the literature on knowledge transfer and organizational behavior. The findings provide actionable insights for improving knowledge flow in construction project organizations and designing KSB guidance regimes.
Purpose
The paper aims at identifying knowledge sharing barriers and enablers in an interorganizational setting at different levels of units. For this purpose, the interorganizational setting of Peshawar Bus Rapid Transit project in Pakistan is examined.
Design/methodology/approach
This study adopts an exploratory single case study approach. The empirical data comprise semi-structured interviews and archival documents. Thematic analysis is used for analyzing the data.
Findings
The findings identify distinct knowledge sharing barriers and enablers at different level of units (individual, team, organizational and interorganizational). Based on the findings, an integrative framework of knowledge sharing barriers, enablers, and levels of units is proposed. Furthermore, the findings provide guidance to managers as the findings show how different knowledge sharing barriers and enablers are important at different levels of units.
Originality/value
This study novelty lies in determining separate sets of knowledge sharing barriers and enablers at different level of units in an interorganizational project. This study contributes to the literature on knowledge sharing by studying an interorganizational project.
Purpose
This research aims to study the relationship between trust and knowledge sharing intention. Furthermore, the overarching objective of this study also determines the moderating effect of Perceived Behavioral Control on this relationship.
Design/methodology/approach
Structural Equation Modelling (SEM) was applied using Smart PLS 3.3 to analyze the data.
Findings
The results of this study reveal that Perceived Trustworthiness and Propensity to Trust positively affect Explicit and Tacit knowledge sharing intention. Perceived behavioral control was also found to positively moderate the relationship between perceived trustworthiness and tacit knowledge sharing intention.
Originality/value
This study has provided evidence that trust among the construction project team members leads to an increase in the knowledge sharing intention among project team members.
Purpose
Using an institutionalist lens, this study aims to identify factors that influence the knowledge sharing behaviour of volunteers engaged in collaborative, cross-cultural and project-focussed development work.
Design/methodology/approach
Following an inductive research design, the authors conducted a thematic analysis of interviews with volunteers to explore the practicalities of knowledge sharing in the context of development aid projects and to examine contributing factors, such as personality, motivations, experience and variations in team members’ understanding of the nature and objective of projects.
Findings
Through exploring the experiences of volunteers working on cross-cultural development aid programmes, the authors identify and discuss the ways in which the preparation of volunteers and the structuring of project work is shaped by managerialist modes of thinking, with an emphasis on the creation of an environment that is conducive to sustainable knowledge sharing practices for all stakeholders involved.
Originality/value
The examination of volunteer development work tendency towards institutional isomorphism is a novel contribution intersecting the areas of knowledge sharing in the project, volunteer-led and culturally diverse environments.
Purpose-The purpose of this research is to investigate the impact of team perception and learning orientation on firms' research and development performance. Methodology-The data which were collected by a survey from 407 people working in the R&D departments of firms which operate across various industries in Turkey, were analysed. While the theoretical adequacy of the relationships between variables were tested by confirmatory factor analysis, the impact of team perception and learning orientation on R&D performance was examined by regression analysis. Findings-The study found significant and positive impact of both team perception and learning orientation on firms' R&D performance. When team perception and learning orientation were regressed on R&D performance together, a stronger link between dependent variables and R&D performance was observed. Conclusion-Strong support from top management for team-based work and encouragement for continuous learning through HR policies, empowerment and job enlargement were suggested. The study provided empirical evidence about the predictors of R&D and innovation performance which is scant in the extant literature. ÖZET Amaç-Bu araştırmanın amacı takım algısı ve öğrenme yöneliminin araştırma ve geliştirme (Ar-Ge) faaliyetlerinin performansına olan etkilerinin incelenmesidir. Yöntem-Türkiye'de Ar-Ge merkezi belgesine sahip farklı sektörlerde faaliyet gösteren işletmelerde çalışan 407 kişiden anket yöntemi ile veri toplanmıştır. Takım algısı ve öğrenme yönelimi boyutlarının Ar-Ge performans değişkenleri arasındaki ilişkilerin teorik olarak uygunluğu doğrulayıcı faktör analizi (DFA) ile incelenirken, değişkenler arasındaki ilişkinin değerlendirilmesi için regresyon analizleri kullanılmıştır. Bulgular-Takım algısı ve öğrenme yönelimi ile Ar-Ge proje performansı arasında ayrı ayrı istatistiki olarak anlamlı ve pozitif ilişkiler bulunurken, öğrenme yönelimi ve takım algısının birlikte hareket etmesi halinde Ar-Ge proje başarısındaki değişime ait açıklayıcılığın arttığı görülmüştür. Sonuç-İşletmelerin özellikle yönetici ve liderler vasıtası ile takım çalışmasını desteklemeleri yanında yetkilendirme, daha geniş iş yapıları ve iş tasarımları yoluyla çalışanlarını sürekli öğrenmeye teşvik etmeleri, Ar-Ge proje performansının arttırılması yolunda önemli uygulamalar olarak karşımıza çıkmaktadır. Literatürde takım etkinliği ve bireylerin öğrenme yönelimleri gibi faktörlerin Ar-Ge performansına olan etkilerinden bahsedilirken bu ilişkiyi ölçen ampirik araştırma sayısının azlığı dikkat çekmektedir. Araştırma bulgularının bu eksikliğin giderilmesine katkı sağlaması beklenmektedir. Anahtar Kelimeler: Takım algısı, öğrenme yönelimi, Ar-Ge performansı, doğrulayıcı faktör analizi, regresyon analizi. JEL Kodları: L19, M10, O31, O32
Purpose
The purpose of this study is to shed more light on the complex relationship between trust and performance in the context of cross-functional project teams. This study presents a moderated mediation model that investigates the impact of team trust on team performance mediated by project commitment and moderated by climate strength (the consensus among team members on the level of trust).
Design/methodology/approach
To test the proposed model, data were collected from 179 project team members in 31 Norwegian construction project teams.
Findings
Results indicated that project commitment fully mediates the relationship between propensity and trustworthiness and team performance, while it partially mediates the relationship between cooperation and team performance. For monitoring, there results showed no mediation. The results yielded no support for the moderation effects of climate strength, suggesting that the mean-level approach to studying trust at the team level still is important.
Research limitations/implications
Cross-sectional survey data suffer from being unable to test causality and samples are relatively small. Future research should test the models on other samples and in combination with data other than self-report. Longitudinal and multilevel studies are also warranted.
Practical implications
The results suggest that trust has an impact on project commitment and both directly and indirectly on team performance. Interventions to develop a high trust climate in project teams can thus contribute to improved project performance.
Originality/value
This study offers new insight into the complex relationship between trust and performance and improves our understanding of trust in cross-functional project teams.
In this article, we attempt to distinguish between the properties of moderator and mediator variables at a number of levels. First, we seek to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating, both conceptually and strategically, the many ways in which moderators and mediators differ. We then go beyond this largely pedagogical function and delineate the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena, including control and stress, attitudes, and personality traits. We also provide a specific compendium of analytic procedures appropriate for making the most effective use of the moderator and mediator distinction, both separately and in terms of a broader causal system that includes both moderators and mediators. (46 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Goals are central to current treatments of work motivation, and goal commitment is a critical construct in understanding the relationship between goals and task performance. Despite this importance, there is confusion about the role of goal commitment and only recently has this key construct received the empirical attention it warrants. This meta-analysis, based on 83 independent samples, updates the goal commitment literature by summarizing the accumulated evidence on the antecedents and consequences of goal commitment. Using this aggregate empirical evidence, the role of goal commitment in the goal-setting process is clarified and key areas for future research are identified.
The use of interrater reliability (IRR) and interrater agreement (IRA) indices has increased dramatically during the past 20 years. This popularity is, at least in part, because of the increased role of multilevel modeling techniques (e.g., hierarchical linear modeling and multilevel structural equation modeling) in organizational research. IRR and IRA indices are often used to justify aggregating lower-level data used in composition models. The purpose of the current article is to expose researchers to the various issues surrounding the use of IRR and IRA indices often used in conjunction with multilevel models. To achieve this goal, the authors adopt a question-and-answer format and provide a tutorial in the appendices illustrating how these indices may be computed using the SPSS software.
Knowledge sharing in construction teams is important for improved project performance and successful project delivery. The purpose of this study is to analyse psychological motivations underlying individual knowledge sharing behaviour in Hong Kong construction teams using the theory of planned behaviour (TPB). A questionnaire survey was conducted among professionals from 172 construction companies in Hong Kong. A total of 231 usable questionnaires were collected. Structural equation modelling (SEM) is applied to test the research model and hypotheses. The research results indicate that professionals’ knowledge sharing behaviour in construction teams is only significantly predicted by their intention to share knowledge rather than perceived behavioural control over knowledge sharing, implying that knowledge sharing behaviour is largely under the professionals’ volitional control. The research results also indicate that professionals’ knowledge sharing intention is dominantly affected by attitude and perceived behavioural control but weakly influenced by subjective norm, which is different from other groups of professionals in prior studies. Several managerial implications are suggested for construction companies to manage employees’ knowledge sharing behaviour in construction teams. It is one of the first studies to employ social psychological theory to examine knowledge sharing behaviour in the construction context. However, the research model only shows predictive power and lacks explanatory power. Nevertheless, it provides a starting point for future researchers to further explore the salient beliefs underlying attitude and perceived behavioural control so as to explain knowledge sharing behaviour in the construction sector.
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.
Organizations increasingly set up multiteam projects for the development of highly complex products. While team research has emphasized the importance of team-internal processes for smaller scale projects, we know little about collaborative processes (especially between teams) in such large-scale projects. This study utilizes a multi-informant longitudinal research design on a product development project (39 teams, 36 months) in the European automotive industry investigating collaboration between and within teams. The results of the study demonstrate that interteam coordination, project commitment, and teamwork quality as rated by the team members at Time 1 (Month 12; end of concept phase) are significantly correlated to project managers' ratings of overall team performance at Time 3 (Month 36; end of project). The process variables measured at Time 2 (Month 24; end of design phase) display generally weaker correlations with team performance at Time 3. Multiple regression analyses further detail the effects of collaborative processes within and between teams on different measures of team performance (i.e., overall performance, quality, budget, schedule). The results show that collaborative processes during the project have predictive properties in regard to later team performance and can serve as early warning indicators. Furthermore, the results of this study provide support for our hypotheses predicting positive relationships between interteam coordination, project commitment, and teamwork quality. Theoretical and practical implications of this study are discussed.
The management of project teams is evolving from managing technical processes to focusing on psychosocial determinants of performance. This trend puts a strain on project management theory and practice. Past meta-analyses on the cohesion—performance relationship show a positive correlation. However, they integrate effect sizes across different types of teams and settings. To clarify this issue for project teams, this meta-analysis differentiates 33 cohesion—performance correlations depending on whether teams are project, production, or service teams in organizational or academic settings. Results show that types of teams and settings are moderators. Project teams in organizational and academic settings show large effect sizes and differ from other teams. Theoretical considerations point to five interrelated modifiers: task uncertainty, task versus outcome performance, student samples' mental representation of the project outcome, and group heterogeneity.
This article summarizes the Hawthorne studies related to work groups and their legacy and traces applications of work groups and related empirical research through the 1990s. A selective review of empirical studies of work group effectiveness conducted in work settings and published in the last 20 years addresses 4 questions: (a) What identifying features have field researchers used in operationally defining work groups? (b) What research strategies have been used, and to address what kinds of questions? (c) What criteria of work group effectiveness has the field research measured, using what sources of data? (d) What variables have researchers sought to link with measures of work group effectiveness? On the basis of answers to these questions, an agenda for future research about work groups and work teams is suggested.
How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.
Relationship marketing—establishing, developing, and maintaining successful relational exchanges—constitutes a major shift in marketing theory and practice. After conceptualizing relationship marketing and discussing its ten forms, the authors (1) theorize that successful relationship marketing requires relationship commitment and trust, (2) model relationship commitment and trust as key mediating variables, (3) test this key mediating variable model using data from automobile tire retailers, and (4) compare their model with a rival that does not allow relationship commitment and trust to function as mediating variables. Given the favorable test results for the key mediating variable model, suggestions for further explicating and testing it are offered.
Recent research suggests that people obtain complex, useful knowledge from other people with whom they work closely and frequently (i.e., strong ties). Yet there has been only limited systematic empirical work examining why strong ties are important for knowledge transfer. Based on a review of the social network, trust, and knowledge/organizational learning literatures, we propose a model whereby two-party (dyadic) trust mediates the relationship between strong ties and effective knowledge transfer. We tested this model with a two-stage survey in three companies in different countries and found strong support. First, the relationship between strong ties and effective knowledge transfer (as reported by the knowledge receiver) was mediated by competence- and benevolence-based trust. Second, once we controlled for these two dimensions of trust, it was actually weak ties that provided the most useful knowledge. This latter finding is consistent with prior research suggesting that weak ties provide access to non-redundant information. Third, we also found that competence-based trust was especially important for the transfer of complex (tacit) knowledge. Implications are drawn for the social network and knowledge/organizational learning literatures as well as for management practice.
Research on organizational knowledge indicates that the level of an organization's complex knowledge determines its capability to continuously innovate and remain competitive. Since individuals are often the originators of organizational knowledge, interpersonal complex knowledge sharing becomes a significant organizational process. An important issue in this process is the presence of trust, which facilitates complex knowledge sharing between individuals. In view of that, this study investigates the role of trust in knowledge sharing between individuals within a team setting. With data analysis results, this article shows how affect-based trust and cognition-based trust affect complex knowledge sharing between individuals working within teams.
In project settings, personnel with different employment arrangements often work together and interact closely. Here, we study knowledge sharing when employees of the focal firm cooperate with external consultants. We differentiate between "in-group" (inside an employment category) and "out-group" (between employment categories) knowledge sharing and analyze the antecedents of knowledge sharing behavior. In an empirical study of 117 employees and external consultants, we find strong support for the main hypotheses: Internal employees tend to engage in more knowledge sharing than external consultants, in their relation to employees. Employees tend to engage in less knowledge sharing than external consultants, in their relation to external consultants. Trust in relation to a specific category of employment was also found to be statistically related to knowledge sharing behavior toward personnel in the category.
This paper reports the development and psychometric validation of a multi-dimensional measure of facet-specific climate for innovation within groups at work: the Team Climate Inventory (TCI). Brief reviews of the organizational climate and work group innovation literatures are presented initially, and the need for measures of facet-specific climate at the level of the proximal work group asserted. The four-factor theory of facet-specific climate for innovation, which was derived from these reviews, is described, and the procedures used to operationalize this model into the original version measure described. Data attesting to underlying factor structure, internal homogeneity, predictive validity and factor replicability across groups of the summarized measure are presented. An initial sample of 155 individuals from 27 hospital management teams provided data for the exploratory factor analysis of this measure. Responses from 121 further groups in four occupations (35 primary health care teams, 42 social services teams, 20 psychiatric teams and 24 oil company teams; total N = 971) were used to apply confirmatory factor analysis techniques. This five-factor, 38-item summarized version demonstrates robust psychometric properties, with acceptable levels of reliability and validity. Potential applications of this measure are described and the implication of these findings for the measurement of proximal work group climate are discussed.
The limited duration and the high time constraints facing projects may pose challenges to the development of working relationships in project teams. Relationships can be influenced by the history of interactions and prior ties between team members. Development of trust is crucial but challenging in the context of cross-functional project teams and prior ties can have imperative influence on the team’s ability to create trust. Through a case study in the construction industry, we explore how prior ties between team members influence the development of trust. We identify four important aspects; early formation of integrative work practices, development of a common philosophy, open communication, early and clear role expectations, all contributing to development of trust in an early phase. Our findings offer new, empirical insights into the complex nature of temporary project work and underscore the significance of prior ties in facilitating early trust and integration within project teams.
PurposeThis research explores the impact of motivation type, relative autonomy, and trust on knowledge sharing behavior among American research and development professionals sampled from a variety of industries.Design/Methodology/ApproachKnowledge sharing (KS) was measured using a scale comprised of tacit and explicit KS subscales. Motivation type was measured with a self-determination theory-based scale comprised of three extrinsic motivation subscales (external, introjected, and identified) and an intrinsic motivation subscale. A relative autonomy index was calculated using motivation subscale scores. Three scales were employed to measure institution-based, benevolence-based, and competence-based trust. Correlation and hierarchical multiple regression were used to asses the relationship between predictor variables (trust, motivation type, and relative autonomy) and KS, as well as the moderating role of trust.FindingsInstitution-based trust, benevolence-based trust, and competence-based trust positively affect knowledge sharing, so do relative autonomy, introjected, identified, and intrinsic motivation. External extrinsic motivation has no effect. Benevolence-based and institution-based trust moderate the relationship between relative autonomy and KS.Practical implicationsThe findings suggest that organizations can increase KS by encouraging worker autonomy. Where this is impractical, organizations can minimize the effects of low autonomy by fostering institutional and interpersonal (benevolence-based) trust.Originality/valueThis paper provides a novel, empirically grounded model of knowledge sharing behavior that allows researchers and practitioners to reinterpret the existing literature in a way that integrates seemingly contradictory findings on the roles of trust and intrinsic/extrinsic motivation.LimitationsBecause the study did not employ an intervention, further experimental research is needed to establish the causal relationships suggested in the findings.
Researchers for decades have believed that trust increases performance, but empirical evidence of this has been sparse. This study investigates the relationship between an employee’s trust in the plant manager and in the top management team with the employee’s in-role performance and organizational citizenship behaviors (OCB). Results support a fully mediated model in which trust in both management referents was positively related to focus of attention, which, in turn, was positively related to performance. The results raise questions about appropriate levels of analysis for outcome variables. Trust is mandatory for optimization of a system.... Without trust, each component will protect its own immediate interests to its own long-term detriment, and to the detriment of the entire system.- W. Edwards Deming (1994) Over three decades ago, Argyris (1964) proposed that trust in management is important for organizational performance. Recognition of the importance of trust in organizational relationships has grown rapidly in recent years, evidenced by a large number of publications on the topic addressing both academic and practitioner audiences (e.g., Annison & Wilford, 1998; Fukuyama, 1995; Mishra, 1996; Shaw, 1997). In spite of this interest, difficulties in defining and operationalizing trust have hampered the empirical study of its relationship with performance.
Mediational studies are often of interest in psychology because they explore the underlying relationship between 2 constructs. Previous research has shown that cross-sectional designs are prone to biased estimates of longitudinal mediation parameters. The sequential design has become a popular alternative to the cross-sectional design for assessing mediation. This design is a compromise between the cross-sectional and longitudinal designs because it incorporates time in the model but has only 1 measurement each of X, M, and Y. As such, this design follows the recommendation of the MacArthur group approach, which stresses the importance of multiple waves of data for studying mediation. These 2 designs were compared to see whether the sequential design assesses longitudinal mediation more accurately than the cross-sectional design. Specifically, analytic expressions are derived for the bias of estimated direct and indirect effects as calculated from the sequential design when the actual mediational process follows a longitudinal autoregressive model. It was found that, in general, the sequential design does not assess longitudinal mediation more accurately than the cross-sectional design. As a result, neither design can be depended on to assess longitudinal mediation accurately.
This paper explores the executive origins of firms' competitive moves by focusing on top management team characteristics, specifically on team heterogeneity, rather than on the more often studied environmental and organizational determinants of such behaviors. Arguing that competitive actions and responses represent different decision situations, we develop propositions about how heterogeneity may enhance some competitive behaviors but impair others. With a large sample of actions and responses of 32 U.S. airlines over eight years, we find results that largely conform to our propositions. The top management teams that were diverse, in terms of functional backgrounds, education, and company tenure, exhibited a relatively great propensity for action, and both their actions and responses were of substantial magnitude. Heterogeneous teams, by contrast, were slower in their actions and responses and less likely than homogeneous teams to respond to competitors' initiatives. Thus, although team heterogeneity is a double-edged sword, its overall net effect on airline performance, in terms of changes in market share and profits, was positive.
The purpose of this study was to test a model positing both antecedents and consequences of project commitment for members of cross-functional teams. Signaling theory and previous research guided study hypotheses. We collected primary data from 142 team members and 31 team leaders across 24 cross-functional product development teams nested within six manufacturing organizations in the US and Canada. Findings suggest that project commitment among team members is an important driver of team performance as rated by the team leader. In addition, several factors contribute toward shaping project commitment among cross-functional team members, including team leaders' encouragement of self-expectation, as well as team members' perceptions of an organization's support for the team project. Cross-functional teams are often charged with completing projects critical to the profitability, growth, and even survival of a firm. Especially as we show that members' project commitment is a meaningful predictor of team performance, managers may draw insight from study results as to what actions may be taken to promote the development of this important psychological state among members of cross-functional teams. Use of cross-functional teams for accomplishing a wide variety of firm objectives is becoming commonplace in organizations. Although theorized as an important construct in cross-functional team settings, empirical examinations of the nature and implications of project commitment have been limited. By examining both antecedents and potential team performance consequences of project commitment in multiple organizations, we contribute toward filling this gap.
Based on a two-dimensional perspective of group cohesion, this study examines the emergence of task cohesion and interpersonal cohesion in project teams and their roles in changes in members’ individual satisfaction with the team. Specifically, we tested a direct-effect and mediation model of the cross-level relationship between team task and interpersonal cohesion and individual satisfaction with the team over time. With a sample of 74 newly created project teams, the hypotheses were tested using a two-wave panel design. Results indicate that task cohesion emerges more strongly than interpersonal cohesion during the first stages of work in project teams. Moreover, the cross-lagged relationship between team interpersonal cohesion and individual satisfaction with the team was mediated by team task cohesion.
In this article, we summarize and review the research on teams and groups in organization settings published from January 1990 to April 1996. The article focuses on studies in which the dependent variables are concerned with various dimensions of effectiveness. A heuristic framework illustrating recent trends in the literature depicts team effectiveness as a function of task, group, and organization design factors, environmental factors, internal processes, external processes, and group psychosocial traits. The review discusses four types of teams: work, parallel, project, and management. We review research findings for each type of team organized by the categories in our heuristic framework. The article concludes by comparing the variables studied for the different types of teams, highlighting the progress that has been made, suggesting what still needs to be done, summarizing key leamings from the last six years, and suggesting areas for further research.
Over 40% of Indian construction projects are facing time overrun ranging from 1 to 252 months; the reasons for which are being studied by researchers to suggest possible remedial measures. This paper identifies 55 attributes responsible for impacting performance of the projects. These attributes were then presented to Indian construction professionals in the form of a questionnaire. Statistical analysis of responses on the attributes segregated them into distinct sets of success attributes and failure attributes. Factor analysis of sets of success attributes and failure attributes separately grouped them into six critical success factors and seven critical failure factors. In order to understand the extent of contribution these factors have on the outcome of a construction project, a second stage questionnaire survey was also undertaken. The analyses of responses of the second stage questionnaire led us to conclude that two success factors and one failure factor: commitment of project participants; owner’s competence; and conflict among project participants contribute significantly in enhancement of current performance level of the project. The extent of their contribution has, however, been observed to vary for a given level of project performance. The analyses results are expected to help project professionals to focus on a few factors and get the optimum results rather than giving attention to all the factors and not getting the proportionate results.
Knowledge‐intensive firms need to leverage their individual knowledge assets via knowledge sharing to create collective knowledge resources. This process is, however, in the control of the knowledge worker. We explore this personal and emotive quality of knowledge sharing by asking: ‘How does employee commitment impact on knowledge sharing?’ We study professional service firms operating in cross‐boundary environments and examine the impact of commitment to the organisation, profession, team and client on knowledge sharing. The article contributes directly to our understanding of the interrelationship between (a) the types and foci of commitment and (b) bidirectional knowledge sharing.
Companies focus on knowledge management initiatives to fully derive business value from their employees’ knowledge and foster organizational learning. Many companies organize their processes around projects; therefore, knowledge sharing between project teams becomes vital to organization-wide learning. The aim of this article is to investigate the cultural antecedents of knowledge sharing between project teams. In contrast to previous research that focused on cultural values for knowledge sharing between individuals, this study specifically examines new cultural elements that are important for knowledge sharing between project teams. The results of a quantitative survey indicate that time, structure, output orientation, and openness have positive effects on this specific knowledge process. These outcomes differ from existing studies that mostly focus on a general knowledge culture, leaving the potential for discovering differences for specific knowledge processes.
The demystification of the underlying mechanism for architects' knowledge sharing behavior in a project team context is of importance to better appreciate the behavior in a theoretical sense and for effective managerial intervention in a practical sense. However, most studies of knowledge sharing mechanism in current literature focus on the simple mediation. The likelihood of multiple mediators for knowledge sharing is yet to be investigated. To bridge this gap, structural equation modeling is applied to test the parallel mediation of team-based self-esteem and team identification between two types of trust and knowledge sharing with survey data. It is found that the relation between affect-based trust and knowledge sharing is completely mediated by team-based self-esteem and team identification. The model implies that project managers should pay attention to the cultivation of members' team-based self-esteem and team identification. Special measures should also be taken to build and strengthen the affect-based trust.
A series of hypothesis concerning how charged behavior affects new product market performance and how charged behavior is, in turn, influenced by both team structural characteristics and contextual factors was proposed and tested. Data from new consumer product development teams is analyzed through structural equation modeling for hypothesis testing. Results show that highly charged teams are more likely to develop successful products. It also indicates that outcome interdependence, exposure to customer input, extent of competition, and interdepartmental connectedness are positively related to charged behavior.
The extent of knowledge contribution is the key to the success of system development projects. Knowledge contribution refers to the knowledge that is provided to increase a team's efficiency and achieve its goal. This study proposes a research model exploring factors that influence the extent of knowledge contribution from a social cognitive perspective. These factors include the team relationship commitment, team relationship norms, and awareness of expertise location. Additionally, this study argues that a team's awareness of expertise location mediates the effects of affective commitment and relationship norms on knowledge contribution. The result shows that the awareness of expertise location plays a crucial mediating role in the relationships between the two socially prescribed motivations and knowledge contribution. Moreover, team relationship commitment has an important impact on team established relational norms.
Ikujiro Nonaka e Hirotaka Takeuchi establecen una vinculación del desempeño de las empresas japonesas con su capacidad para crear conocimiento y emplearlo en la producción de productos y tecnologías exitosas en el mercado. Los autores explican que hay dos tipos de conocimiento: el explícito, contenido en manuales y procedimientos, y el tácito, aprendido mediante la experiencia y comunicado, de manera indirecta, en forma de metáforas y analogías. Mientras los administradores estadounidenses se concentran en el conocimiento explícito, los japoneses lo hacen en el tácito y la clave de su éxito estriba en que han aprendido a convertir el conocimiento tácito en explícito. Finalmente, muestran que el mejor estilo administrativo para crear conocimiento es el que ellos denominan centro-arriba-abajo, en el que los gerentes de niveles intermedios son un puente entre los ideales de la alta dirección y la realidad caótica de los niveles inferiores.
Summary This paper reports the development and psychometric validation of a multi-dimensional measure of facet-specific climate for innovation within groups at work: the Team Climate Inventory (TCI). Brief reviews of the organizational climate and work group innovation literatures are presented initially, and the need for measures of facet-specific climate at the level of the proximal work group asserted. The four-factor theory of facet-specific climate for innovation, which was derived from these reviews, is described, and the procedures used to operationalize this model into the original version measure described. Data attesting to underlying factor structure, internal homogeneity, predictive validity and factor replicability across groups of the summarized measure are presented. An initial sample of 155 individuals from 27 hospital management teams provided data for the exploratory factor analysis of this measure. Responses from 121 further groups in four occupations (35 primary health care teams, 42 social services teams, 20 psychiatric teams and 24 oil company teams; total Nà 971) were used to apply confirmatory factor analysis techniques. This five-factor, 38-item summarized version demonstrates robust psychometric properties, with acceptable levels of reliability and validity. Potential applications of this measure are described and the implication of these findings for the measurement of proximal work group climate are discussed. #1998 John Wiley & Sons, Ltd.
This article examines the role of monetary rewards in encouraging knowledge sharing in organizations through four mechanisms of knowledge sharing. We argue that the system of contributing knowledge to databases is the most amenable to rewards contingent on knowledge sharing behaviors because of opportunities for the reward allocator to measure the knowledge sharing behaviors. In the case of formal interactions within or across teams and work units, while rewards could be made partly contingent on knowledge sharing behaviors as in merit pay, rewards based on collective performance are also likely to be effective in creating a feeling of cooperation, ownership, and commitment among employees. In addition, we propose that team-based rewards and company wide incentives (profit sharing, gainsharing, and employee stock options) would be particularly instrumental in enhancing knowledge sharing within teams and across work units, respectively. In the case of knowledge sharing through informal interactions, the key enabling factor is trust between the individual and the organization. In this case, the role of rewards is indirect, that is, procedural and distributive fairness of organizational rewards are important factors in the development of trust. We also consider knowledge sharing in communities of practice and theorize that intrinsic rewards and factors that build expertise and provide recognition are the most appropriate means of fostering feeling of competence. Finally, we discuss the research implications.
Knowledge is now being seen as the most important strategic resource in organizations, and the management of this knowledge is considered critical to organizational success. If organizations have to capitalize on the knowledge they possess, they have to understand how knowledge is created, shared, and used within the organization. Knowledge exists and is shared at different levels in organizations. This article examines knowledge sharing at the most basic level; namely, between individuals in organizations. Based on a review of existing literature in this area, this article presents a model that identifies factors that most significantly influence knowledge sharing at this level.
As suggested by prior studies, tacit knowledge sharing is a natural process of social interaction. The perspectives of social capital and behavioural control are thus employed in this study to investigate an employee's tacit knowledge sharing and behaviour within a workgroup. This study collects data through a multi-informant questionnaire design. Three interesting results were obtained in this study. First, results show that tacit knowledge sharing intention can be induced by affect-based trust. However, shared value is negatively related to tacit knowledge sharing intention. Second, internal control has a positive effect on tacit knowledge sharing intention, but the relationship between internal control and tacit knowledge sharing behaviour could not be confirmed. Third, external control positively moderates the relationship between tacit knowledge sharing intention and behaviour. It is interesting to note that tacit knowledge sharing intention does not necessarily lead to tacit knowledge sharing behaviour unless the moderating effect of external control is taken into account. These findings and their implications are also addressed.
In this article, we summarize and review the research on teams and groups in organization settings published from January 1990 to April 1996. The article focuses on studies in which the dependent variables are concerned with various dimensions of effectiveness. A heuristic framework illustrating recent trends in the literature depicts team effectiveness as a function of task, group, and organization design factors, environmental factors, internal processes, external processes, and group psychosocial traits. The review discusses four types of teams: work, parallel, project, and management. We review research findings for each type of team organized by the categories in our heuristic framework. The article concludes by comparing the variables studied for the different types of teams, highlighting the progress that has been made, suggesting what still needs to be done, summarizing key learnings from the last six years, and suggesting areas for further research.
This paper presents a model of trust and its interaction with information flow, influence, and control, and reports on an experiment based on the model to test several hypotheses about problem-solving effectiveness. The subjects were managers and the independent variable was the individual manager's initial level of trust. Groups of business executives were given identical factual information about a difficult manufacturing-marketing policy problem; half the groups were briefed to expect trusting behavior, the other half to expect untrusting behavior. There were highly significant differences in effectiveness between the high-trust groups and the low-trust groups in the clarification of goals, the reality of information exchanged, the scope of search for solutions, and the commitment of managers to implement solutions. The findings indicate that shared trust or lack of trust apparently are a significant determinant of managerial problem-solving effectiveness.
The present research examines the development of two dimensions of trust, cognitive and affective, in student project teams over the course of a semester. Empirical examination of the evolution of multidimensional trust and its unique antecedents was explored. The results show that early trust emerges as a one-dimensional factor early in the life span of a team; cognitive and affective trust emerge as separate components over time; unique and distinct predictors positively and negatively affect early trust, cognitive trust, and affective trust; and affective trust has a stronger positive relationship with team performance than cognitive trust.
This study examined a work-adapted version of the Group Environment Questionnaire. The sample consisted of 120 employees of an Australian public sector organization who worked in teams. Confirmatory factor analysis was used to examine four alternate models. None of the models examined fit the data, thus the scale was revised. Subscales of the work-group characteristics scale were used to demonstrate the construct validity of the revised scale; regional managers’ratings of work-group performance were used to examine the criterion-related validity. The findings showed that task cohesion compared to social cohesion and individual attraction to the group was the strongest correlate of all the variables examined.
This study aimed to identify a set of project success factors for design and build (D&B) projects and examine the relative importance of these factors on project outcome. Six project success factors (project team commitment, contractor's competencies, risk and liability assessment, client's competencies, end-users' needs, and constraints imposed by end-users) were extracted from factor analysis of data provided by 53 participants of public-sector D&B projects through a questionnaire survey. Project team commitment, client's competencies, and contractor's competencies were found to be important to bring successful project outcome from the multiple regression findings. Contractor's competencies also contributed to project time performance. Project team members should also recognize that time and cost performance as well as quality of design and workmanship represent the key elements of overall success of D&B projects. Practitioners are advised to focus on teamwork and partnering for successful project completion. More research should be conducted to further explore the relationship between procurement method and project success factors.