Modeling job effectiveness and its antecedents from a social capital perspective: A survey of virtual teams within business organizations

This study develops two alternative models concerning job effectiveness, knowledge sharing, and their antecedents related to individuals’ perception about their job effectiveness in a team. Model 1 of this study intends to be as parsimonious as theoretically justifiable. It posits that three dimensions of social capital - structural, relational, and cognitive social capital - simultaneously influence knowledge sharing and job effectiveness indirectly through the mediation of team commitment, while job effectiveness is also influenced by knowledge sharing. Based on Model 1, Model 2 further adds that knowledge sharing is influenced directly by three dimensions of social capital. The two models are tested by collecting data from professionals of virtual teams in high-tech industries. The test results support seven out of nine hypotheses in Model 2. Finally, managerial implications of the empirical findings are also discussed.     

The Effectiveness of Short Message Service for Communication With Concerns of Privacy Protection and Conflict Avoidance

Why would people use Short Message Service (SMS) to say something they would not say in person? There is a trend that SMS is becoming more and more popular because it facilitates more extended modes of communications. Using technology acceptance model, we hypothesize the attitude of SMS would be influenced by its perceived effectiveness for communications, perceived ease of use, and subjective norm. Besides the special aspects of communications, conflict avoidance and privacy protection will enforce the impact of perceived effectiveness of SMS for communication. We investigated 953 SMS users and the results support most of our hypotheses. Furthermore, our analyses also show there are differences between females and males on the influence mechanism behind their attitude towards SMS.     

Better the devil you know: Inter-organizational information technology and network social capital in coopetition networks

By enabling more efficient information and knowledge sharing and reinforcing the shared goals for participating members, inter-organizational information technology (IT) becomes instrumental to both accomplishing coopetitive outcomes and avoiding the pitfalls of partner opportunism. We posit that as network social capital is accumulated in technology-enabled coopetition networks, collaboration will enhance the strategic value of outcomes and positively affect goal convergence among network users. Our findings illustrate that the role of technology in coopetition extends beyond facilitating knowledge exchange and may play a vital role in the strategic development of firms pursuing coopetitive options.     

Knowledge exchange in the shrines of knowledge: The “how’s” and “where’s” of knowledge sharing processes

Academic conferences are places of situated learning dedicated to the exchange of knowledge. Knowledge is exchanged between colleagues who are looking to enhance their future research by taking part in several formal and informal settings (lectures, discussions and social events). We studied the processes of knowledge sharing and the influence of the use of IT at the International Conference of Information Systems (ICIS2007) held in Montréal. We describe the categories of knowledge content shared at the conference. Two forms of knowledge sharing were analyzed: formal, guided, planned knowledge sharing in lectures or discussions, and informal knowledge exchange during social events. Data were collected from 274 participants at the conference. The intensity of knowledge sharing in the formal settings was higher compared to the informal settings and was perceived as contributing to future research and to the creation of social relationships. In contrast, informal knowledge sharing contributed mainly to job enhancement and to the initiation of meetings. The discussion centers on planning and evaluating conferences in terms of seeking, creating and sustaining knowledge sharing.     

Information security – Professional perceptions of knowledge-sharing intention under self-efficacy,trust, reciprocity,and shared-language

Knowledge sharing is an important component of knowledge management systems. Security knowledge sharing substantially reduces risk and investment in information security. Despite the importance of information security, little research based on knowledge sharing has focused on the security profession. Therefore, this study analyses key factors, containing attitude, self-efficacy, trust, norm of reciprocity, and shared language, in respect of the information security workers intention to share knowledge. Information security professionals in virtual communities, including the Information Security Professional Association (ISPA), Information Systems Security Association (ISSA), Society of Information Risk Analysts (SIRA), and LinkedIn security groups, were surveyed to test the proposed research model. Confirmatory factor analysis (CFA) and the structural equation modelling (SEM) technique were used to analyse the data and evaluate the research model. The results showed that the research model fit the data well and the structural model suggests a strong relationship between attitude, trust, and norms of reciprocity to knowledge sharing intention. Hypotheses regarding the influence of self-efficacy and reciprocity, to knowledge sharing attitude were upheld. Shared language did not influence either the attitude or intention to share knowledge.     

Keeping up-to-date with information technology: Testing a model of technological knowledge renewal effectiveness for IT professionals

In a rapidly changing IT environment, IT professionals need to keep abreast of technological knowledge. We examined how well this is achieved by developing a motivational model of “technological knowledge renewal effectiveness.” We hypothesized that (1) renewal effectiveness was influenced by the IT professional's career orientation, perceived IT dynamism, tolerance of ambiguity, delegation; and (2) that this positively affected both intrinsic and extrinsic job satisfaction. Survey data from 126 IT professionals was used to test the hypotheses. The results generally supported the research model. We discussed the implications of these results in both research and practice.     

Individual,social, and organizational contexts for active knowledge sharing in communities of practice

Firms that have implemented knowledge management initiatives are now interested in nurturing voluntary knowledge sharing organizations, called communities of practice (CoPs). Adopting the Triandis model on attitude formation, we identified and validated a set of organizational factors that was anticipated to have effects on knowledge sharing by CoP members such as perceived consequences, affect, social factors and facilitating conditions. One hundred and seventy-nine members from 70 CoPs of a large multinational electronics firm participated in this survey. Based on the PLS analysis, perceived consequences, affect, social factors, and facilitating conditions were found to significantly affect knowledge sharing in CoPs.     

Knowledge sharing in online health communities: A social exchange theory perspective

Online health communities (OHC) are becoming valuable platforms for patients to communicate and find support. These communities are different from general online communities. The knowledge shared in an OHC can be categorized as either general (public) or specific (private), and each category is shared in vastly different ways. Using the social exchange theory, we propose a benefit vs. cost knowledge sharing model for OHCs. The benefits are mainly based on Maslow's hierarchy of needs, and the cost includes cognitive and executional costs. We use this benefit vs. cost model to examine how OHC members share general and specific knowledge. Data were collected from 323 users of two well-known OHCs in China and were analyzed using the structural equation model. The results demonstrate that three factors positively impact the sharing of both general and specific knowledge: a sense of self-worth, members’ perceived social support, and reputation enhancement. Another factor, face concern, has a negative influence on specific knowledge sharing and a positive influence on general knowledge sharing. Executional cost only negatively impacts general knowledge sharing, and cognitive cost only negatively impacts specific knowledge sharing. This study of OHCs reveals that personal benefits promote knowledge sharing and costs prohibit it. These impacts vary between general knowledge and specific knowledge sharing.     

Coopetitive relationships in cross-functional software development teams: How to model and measure?

Understanding simultaneous cooperative and competitive (coopetitive) dynamics in cross-functional software development teams is fundamental to the success of software development process. The recent coopetition research is, however, hampered by a lack of conceptual focus, and the corresponding inconsistent treatment of the constructs associated with cross-functional coopetitive relationships. This study conceptualizes and operationalizes the multi-dimensional construct of cross-functional coopetition, and then presents an instrument for measuring this construct. Cross-functional coopetition is conceptualized with 5 distinct and independent constructs; 3 of them are related to cross-functional cooperation, and 2 are associated with cross-functional competition. The data collected from 115 software development project managers in Australia confirms the applicability of the constructs and their measures. This study contributes to the extant literature by providing a consensus on the conceptualization of cross-functional coopetitive behaviors, particularly in multi-party software development teams. The conceptual basis for cross-functional coopetition and its instrument will aid researchers and project managers interested in understanding coopetition in cross-functional collaborative contexts. Research and practical implications are discussed.     

Persuasive social features that promote knowledge sharing among tertiary students on social networking sites: An empirical study

Persuasive system features have been widely adopted to encourage attitude and behaviour change. Recently, most social networking sites (SNS) adopt some form of persuasive system features that leverage social influence to deliberately induce prescribed behaviours in their users. However, studies on how these features can be used to promote knowledge sharing are inadequate; particularly, regarding how SNS that have been developed solely for academic purposes can adopt these features to promote knowledge sharing. To address this knowledge gap, this study integrates constructs from the social capital theory and persuasive systems design model to investigate the impact of persuasive social features on knowledge sharing among students of tertiary institutions on academic social networking sites. Data are quantitatively gathered from 218 respondents from tertiary institutions and statistically analyzed. The results suggest that perceived dialogue support and perceived social support have strong influences on knowledge sharing behaviour.     

Social network,social trust and shared goals in organizational knowledge sharing

The aim of our study was to further develop an understanding of social capital in organizational-knowledge-sharing. We first developed a measurement tool and then a theoretical framework in which three social capital factors (social network, social trust, and shared goals) were combined with the theory of reasoned action; their relationships were then examined using confirmatory factoring analysis. We then surveyed of 190 managers from Hong Kong firms, we confirm that a social network and shared goals significantly contributed to a person's volition to share knowledge, and directly contributed to the perceived social pressure of the organization. The social trust has however showed no direct effect on the attitude and subjective norm of sharing knowledge.     

Online-Literaturdatenbanken im Bereich der Wirtschaftsinformatik: Bereitstellung wissenschaftlicher Literatur und Analyse von Interaktionen der Wissensteilung

Knowledge sharing is fundamental for innovations in the scientific community. The paper examines how the interaction of knowledge sharing is supported by online services. With respect to business information systems, a survey of online literature databases is given, providing an aggregation of various publication sources, a direct access to publications, and which are available to the public. Furthermore, special analysis services are presented which describe competitive interactions of knowledge sharing via rankings on the one hand, and cooperative interactions of knowledge sharing via co-authorship evaluation on the other.     

Acceptance of blog usage: The roles of technology acceptance,social influence and knowledge sharing motivation

Recently, there has been a dramatic proliferation in the number of blogs; however, little is published about what motivates people to participate in blog activities. Based on the theory of reasoned action, we developed a model involving technology acceptance, knowledge sharing and social influences. A survey of 212 blog participants found strong support for the model. The results indicated that ease of use and enjoyment, and knowledge sharing (altruism and reputation) were positively related to attitude toward blogging, and accounted for 78% of the variance. On the other hand, social factors (community identification) and attitude toward blogging significantly influenced a blog participant's intention to continue to use blogs. Together they explain 83% of the variance of intention to blog.     

Job performance through mobile enterprise systems: The role of organizational agility,location independence,and task characteristics

This study examines how organizational workers improve their perceived job performance through the use of Mobile Enterprise Systems (MES), while also investigating the impact of perceived organizational agility and location independence on technology acceptance of MES. This study also tests the moderating role of task characteristics (task significance and feedback) on the relationship between MES usage and perceived job performance. Based on the extant technology acceptance model (TAM), we proposed an extended TAM and conducted a large-scale survey among organizational workers who use MES in their workplace across industries. Our findings suggest that both positive attitude toward MES and a high level of habitual MES usage are positively associated with perceived job performance, and that task characteristics positively moderate the relationship between habitual usage (attitude toward MES) and perceived job performance. More importantly, we also found that organizational agility is positively associated with both perceived ease of use and perceived usefulness, while location independence is positively associated with perceived ease of use. The present findings provide us with a deeper understanding of how organizational workers utilize MES and how they improve their perceived job performance through the use of MES. Based on these findings, we discuss further implications and limitations.     

Dimensionality of Social Capital and Organizational Citizenship Behavior in Information Systems Project Teams

Knowledge sharing and organizational citizenship behavior (OCB) among project team members are crucial for project success due to the particularities of information systems (IS) projects. Bonding social capital is known to increase knowledge sharing and collaboration. However, the influence of bridging social capital on knowledge sharing is unclear. The interplay between bridging and bonding social capital is especially interesting in a collectivistic society such as South Korea where in-group ties are particularly strong. In this study, we examine the effect of the sub-dimensions of the above constructs (i.e., bonding, bridging, OCB) on knowledge sharing. The results suggest that bonding and citizenry behavior improves knowledge sharing. Bridging improves knowledge sharing by increasing organizational citizenry behavior. Unexpectedly, the effect of citizenship behavior on knowledge sharing differs from the effect of its sub-dimensions. Only helping others is positively related to knowledge sharing. Similarly, the sub-dimensions of bridging and bonding influence knowledge sharing and citizenship behavior differently than the first-order constructs. For example, shared team mental model positively affects OCB, but has no direct influence on knowledge sharing. Conversely, shared vision is the only sub-dimension of bridging that positively affects OCB. Thus, the results suggest that project managers should facilitate shared project vision and team mental model to encourage team members’ citizenship behavior and control the potential adverse influence of bridging social capital.     

存在技术溢出的供应链合作创新机制

基于一个供应商和生产可替代产品的两个竞争制造商的模型,研究无合作创新、无技术溢出的合作创新和有技术溢出的合作创新3种模式的均衡绩效.研究结果表明,强势制造商和供应商选择合作创新是占优策略.进一步还发现,在下述3种情况下强势制造商会与零件供应商达成技术溢出合作创新机制:1)市场竞争强度较低且节约成本分享比例较高;2)市场竞争强度较高且节约成本分享比例适中;3)市场竞争强度很高且节约成本分享比例较高.     

Why is Your Team More Creative Than Mine? The Influence of Shared Mental Models on Intra‐group Conflict,Team Creativity and Effectiveness

In competitive and dynamic contexts team members need to be creative to ensure that teams achieve high levels of performance and feel satisfied with their work. At the same time, team members need to have a shared understanding regarding relevant aspects related to task accomplishment and team interaction. In this study we investigate the mediating mechanisms of intra‐group conflict and creativity in the relationship between shared mental models and team effectiveness (team performance and satisfaction). We tested our model in a sample of 161 teams (735 individuals) performing in a management simulation. We collected data at three time points. Our results suggest that high shared mental models are related to low levels of intra‐group conflict, foster creativity, and in turn improve team performance and satisfaction. These findings contribute to a scarce thematic – the relationship between shared mental models and creativity – emphasizing the importance of a shared understanding for creativity and team effectiveness.     

Tacit knowledge sharing in IT R&D teams: Nonlinear evolutionary theoretical perspective

Tacit knowledge sharing influences the performance of IT R&D teams. However, information regarding the mechanism of tacit knowledge sharing is limited. Accordingly, we develop a nonlinear dynamic model to explore the influence of structural changes on tacit knowledge sharing behavior in an IT R&D team, particularly in response to gradual changes in payoff structures. The following results were observed：(1) Certain situations and a traditional correlation analysis confirmed that the current contradictions in the influence of reward systems on knowledge sharing behavior are unified. (2) Under special conditions, the influences of several critical factors (e.g., reciprocity, penalty of social reputation, and supervising mechanism) lose efficacy. As an alternative, managers can only enhance the reward system or reduce sharing cost. The effectiveness of knowledge sharing substantially improves only once it reaches certain critical thresholds. (3) During a catastrophe, a team’s behavior may become immune to the deterioration of payoff structures. However, sudden jumps (i.e., from sharing to hiding knowledge) may occur when another threshold is reached. In summary, once team members experience a sudden jump, retrieving the previous cooperative status becomes difficult.     

Fostering the determinants of knowledge sharing in professional virtual communities

Professional virtual communities (PVCs), which are formed on the Internet, are expected to serve the needs of members for communication, information, and knowledge sharing. The executives of organizations should consider PVCs as a new innovation or knowledge pool since members share knowledge. However, many PVCs have failed due to members’ low willingness to share knowledge with other members. Thus, there is a need to understand and foster the determinants of members’ knowledge sharing behavior in PVCs. This study develops an integrated model designed to investigate and explain the relationships between contextual factors, personal perceptions of knowledge sharing, knowledge sharing behavior, and community loyalty. Empirical data was collected from three PVCs and tested using structural equation modeling (SEM) to verify the fit of the hypothetical model. The results show that trust significantly influences knowledge sharing self-efficacy, perceived relative advantage and perceived compatibility, which in turn positively affect knowledge sharing behavior. Furthermore, the study finds that the norm of reciprocity does not significantly affect knowledge sharing behavior. The results of the study can be used to identify the motivation underlying individuals’ knowledge sharing behavior in PVCs. By investigating the impacts of contextual factors and personal perceptions on knowledge sharing behavior, the integrated model better explains behavior than other proposed models. This study might help executives of virtual communities and organizations to manage and promote these determinants of knowledge sharing to stimulate members’ willingness to share knowledge and enhance their virtual community loyalty. As only little empirical research has been conducted on the impact of knowledge sharing self-efficacy, perceived relative advantage, and perceived compatibility on the individual’s knowledge sharing behavior in PVCs, the empirical evidence reported here makes a valuable contribution in this highly important area.     

Acquiring and sharing tacit knowledge in software development teams: An empirical study

ContextSharing expert knowledge is a key process in developing software products. Since expert knowledge is mostly tacit, the acquisition and sharing of tacit knowledge along with the development of a transactive memory system (TMS) are significant factors in effective software teams.ObjectiveWe seek to enhance our understanding human factors in the software development process and provide support for the agile approach, particularly in its advocacy of social interaction, by answering two questions: How do software development teams acquire and share tacit knowledge? What roles do tacit knowledge and transactive memory play in successful team performance?MethodA theoretical model describing the process for acquiring and sharing tacit knowledge and development of a TMS through social interaction is presented and a second predictive model addresses the two research questions above. The elements of the predictive model and other demographic variables were incorporated into a larger online survey for software development teams, completed by 46 software SMEs, consisting of 181 individual team members.ResultsOur results show that team tacit knowledge is acquired and shared directly through good quality social interactions and through the development of a TMS with quality of social interaction playing a greater role than transactive memory. Both TMS and team tacit knowledge predict effectiveness but not efficiency in software teams.ConclusionIt is concluded that TMS and team tacit knowledge can differentiate between low- and high-performing teams in terms of effectiveness, where more effective teams have a competitive advantage in developing new products and bringing them to market. As face-to-face social interaction is key, collocated, functionally rich, domain expert teams are advocated rather than distributed teams, though arguably the team manager may be in a separate geographic location provided that there is frequent communication and effective use of issue tracking tools as in agile teams.