Exploring the effects of trust,task interdependence and virtualness on knowledge sharing in teams

The sharing of knowledge within teams is critical to team functioning. However, working with team members who are in different locations (i.e. in virtual teams) may introduce communication challenges and reduce opportunities for rich interactions, potentially affecting knowledge sharing and its outcomes. Therefore, using questionnaire‐based data, this study examined the potential effects of different aspects of virtuality on a knowledge‐sharing model. Social exchange theory was used to develop a model relating trust to knowledge sharing and knowledge sharing to team effectiveness. The moderating effects of virtuality and task interdependence on these relationships were examined. A strong positive relationship was found between trust and knowledge sharing for all types of teams (local, hybrid and distributed), but the relationship was stronger when task interdependence was low, supporting the position that trust is more critical in weak structural situations. Knowledge sharing was positively associated with team effectiveness outcomes; however, this relationship was moderated by team imbalance and hybrid structures, such that the relationship between sharing and effectiveness was weaker. Organizations should therefore avoid creating unbalanced or hybrid virtual teams.     

Working Together Apart? Building a Knowledge‐Sharing Culture for Global Virtual Teams

A new impetus for greater knowledge‐sharing among team members needs to be emphasized due to the emergence of a significant new form of working known as ‘global virtual teams’. As information and communication technologies permeate every aspect of organizational life and impact the way teams communicate, work and structure relationships, global virtual teams require innovative communication and learning capabilities for different team members to effectively work together across cultural, organizational and geographical boundaries. Whereas information technology‐facilitated communication processes rely on technologically advanced systems to succeed, the ability to create a knowledge‐sharing culture within a global virtual team rests on the existence (and maintenance) of intra‐team respect, mutual trust, reciprocity and positive individual and group relationships. Thus, some of the inherent questions we address in our paper are: (1) what are the cross‐cultural challenges faced by global virtual teams?; (2) how do organizations develop a knowledge sharing culture to promote effective organizational learning among culturally‐diverse team members? and; (3) what are some of the practices that can help maximize the performance of global virtual teams? We conclude by examining ways that global virtual teams can be more effectively managed in order to reach their potential in this new interconnected world and put forward suggestions for further research.     

The Top Management Team,Reflexivity, Knowledge Sharing and New Product Performance: A Study of the Irish Software Industry

In the present study, we develop a model to predict new product performance incorporating the literature on top management team (TMT) composition, trustworthiness, knowledge sharing and task reflexivity in organizations. We hypothesize that diversity and trustworthiness in the TMT should influence knowledge sharing and reflexivity and reflexivity and knowledge sharing would be positively associated with new product performance. We test the model using data collected from 39 indigenous software firms in Ireland. Results indicate that age diversity was positively related to knowledge sharing ability while educational level, tenure and functional diversity of the TMT did not have any direct effect on reflexivity or knowledge sharing ability or motivation. However, educational level of TMT, tenure and age diversity had indirect effects on reflexivity and knowledge sharing through the intervening variable of TMT trustworthiness. Further, knowledge sharing and task reflexivity had direct effects on market new product performance. Implications for research and practice are discussed.     

An integrative model of trust on IT outsourcing: Examining a bilateral perspective

Trust has been considered a central aspect of successful IT outsourcing. Although a great deal of interest in trust has been described, there are very few theoretical models in the IT outsourcing literature to explain mutual trust, its role, and its impact in IT outsourcing. This study proposes a trust-based relationship research model to assess the perceived IT outsourcing success in terms of (1) mutual trust with its temporal dimension of initial trust and initial distrust, and (2) knowledge sharing with the moderating effect of mutual dependency. This model was then validated and applied in a study involving organizations in Korea. The data was collected and analyzed to understand initial trust, initial distrust, knowledge sharing, and mutual dependency as contributing factors to success in IT outsourcing. The results show that mutual trust between the service receiver and provider is very important for knowledge sharing and outsourcing success, and is affected by the initial perception to each other’s partner at the beginning of the outsourcing process. Interestingly, this study also shows that initial trust is considered a significant factor in the perception of mutual trust from the service receiver’s perspective, but not from the service provider’s viewpoint. The results help extend our understanding of critical success factors in outsourcing success and of different standpoints between the service receiver and provider.

The effects of virtuality level on task-related collaborative behaviors: The mediating role of team trust

This study aims to analyze the mediating role of team trust in the relationship between virtuality level and task-related collaborative behaviors. Three types of task-related collaborative behaviors were studied, namely team coordination, team cooperation, and team information exchange. Drawing upon theory and research on virtual teams and trust, we hypothesized that team trust partially mediated the effects of virtuality level on team coordination, team cooperation, and team information exchange. A laboratory experiment was carried out with 65 four-person teams randomly assigned to three communication media with different virtuality levels (face-to-face, video conference and computer-mediated communication). The results showed that team trust partially mediated the relationship between virtuality level and team coordination, and fully mediated this relationship with team cooperation and team information exchange.     

Co-Insights framework for collaborative decision support and tacit knowledge transfer

Abundant software tools use visual analytics (VA) techniques to support various decisions with the aim of boosting better insights. Large organizations, however, lose efficiency in selecting the right tools to support the persons who apply the tools to various decision tasks. Consequently, the creation and sharing of insights are far from optimal, leading consistently to sub-optimal decisions. In this work, the Co-Insights framework is introduced with automated collaboration support features to enable effective creation and sharing of distributed insights. A collaboration network (Co-Net) is established to model the collaborative decision making process in an organization. Two important features of the Co-Insights framework are developed: collaborative agent allocation analysis (CA3) for task–participant matching; and a robust mechanism for the recommendation of selected VA tools, by participant–tool matching. Thus, by better matching of tasks and tools with participants, the creation and sharing of insights are improved in any collaborative team for better decision making, accompanied with the tacit knowledge transfer to sustain the entire organization. To validate the effectiveness of these two main features, two experiments built on the Co-Net model are performed to test the newly developed algorithms. It has been found that CA3 significantly improves the matching scores by up to 35%, compared with conventional task–participant matching methods. The neural network based participant–tool matching mechanism yields robust results with 4% mismatches for 10% noise levels, and with 16% mismatches for 30% noise levels. Real case applications and implications are described, and further plans to extend this new framework are also outlined based on the reported experiments and evaluations.     

Knowledge Sharing Analytics: The Case of IT Workers

ABSTRACT

The current study proposes a new framework for knowledge sharing (KS) analytics among information technology (IT) workers, based on an electronic source of collaborative software used by IT developers. It attempts to formulate a new objective way to measure actual KS. The findings confirm previous reports of differences in KS motivation between internal and external IT workers. The metrics of electronic source footprints proposed in this study have confirmed that the KS level of external IT workers is significantly lower than that of internal IT workers. Several practical implications for better knowledge management (KM) are discussed, including the measuring of KS levels on an ongoing basis, and practices that should be considered when employing external IT workers, in order to motivate collaborative behaviors and team work in IT departments.     

Assessing Online Learning Ability From a Social Exchange Perspective: A Survey of Virtual Teams Within Business Organizations

Drawing on social exchange theory, this study proposes a model by postulating critical antecedents and mediators as the key drivers of online learning ability. In the model, online learning ability is affected indirectly by trust via 3 mediators simultaneously, including team commitment, task conflict, and relationship conflict, whereas trust is impacted directly by expressiveness interdependence, outcome interdependence, and task interdependence. Empirical testing of this model, by investigating the personnel of virtual teams from information technology organizations, confirms the applicability of social exchange theory in understanding online learning ability. This study contributes to the virtual team learning literature by extending social exchange theory to the rarely explored area of online learning ability of organizational teams and validating idiosyncratic drivers of online learning ability. Last, this article provides managerial implications and limitations of the research.     

Control sharing in human-robot team interaction

The interaction between humans and robot teams is highly relevant in many application domains, for example in collaborative manufacturing, search and rescue, and logistics. It is well-known that humans and robots have complementary capabilities: Humans are excellent in reasoning and planning in unstructured environments, while robots are very good in performing tasks repetitively and precisely. In consequence, one of the key research questions is how to combine human and robot team decision making and task execution capabilities in order to exploit their complementary skills. From a controls perspective this question boils down to how control should be shared among them. This article surveys advances in human-robot team interaction with special attention devoted to control sharing methodologies. Additionally, aspects affecting the control sharing design, such as human behavior modeling, level of autonomy and human-machine interfaces are identified. Open problems and future research directions towards joint decision making and task execution in human-robot teams are discussed.     

Cognitive diversity and team performance in a complex multiple task environment

This article examines the multiple effects of cognitive diversity in teams operating complex human-machine-systems. The study employed a PC-based multiple-task environment, called the Cabin Air Management System, which models a process control task in the operational context of a spacecraft's life support system. Two types of cognitive diversity were examined: system understanding and team specialization. System understanding referred to the depth of understanding team members were given during training (low-level procedure-oriented vs. high level knowledge-oriented training). Team specialization referred to the degree to which knowledge about system fault scenarios was distributed between team members (specialized vs. non-specialized). A total of 72 participants took part in the study. After having received 4.5 h of training on an individual basis, participants completed a 1-h experimental session, in which they worked in two-person teams on a series of fault scenarios of varying difficulty. Measures were taken of primary and secondary task performance, system intervention and information sampling strategies, system knowledge, subjective operator state, communication patterns and conflict. The results provided evidence for the benefits of cognitive diversity with regard to system understanding. This manifested itself in better primary task performance and more efficient manual system control. No advantages were found for cognitive diversity with regard to specialization. There was no effect of cognitive diversity on intra-team conflict, with conflict levels generally being very low. The article concludes with a discussion of the implications of the findings for the engineering of cognitive diversity in teams operating complex human-machine-systems.     

Institutional boundaries and trust of virtual teams in collaborative design: An experimental study in a virtual world environment

Members of virtual teams often collaborate within and across institutional boundaries. This research investigates the effects of boundary spanning conditions on the development of team trust and team satisfaction. Two hundred and eighty-two participants carried out a collaborative design task over several weeks in a virtual world, Second Life. Multigroup structural equation modeling was used to examine our research model, which compares individual level measurement between two boundary spanning team conditions. The results indicate that trusting beliefs have a positive impact on team trust, which in turn, influences team satisfaction. Further, we found that, compared to cross-boundary teams, within-boundary teams exhibited not only higher trusting beliefs and higher satisfaction with the collaboration process but also a stronger relationship between team trust and team satisfaction. These results suggest that trust and group theories need to be interpreted in light of institutional affiliation and contextual variables. An important practical implication is that trust can be fostered in a virtual world environment and collaboration on complex tasks can be carried out effectively in virtual worlds. However, within-boundary virtual teams are preferred over cross-boundary virtual teams if satisfaction with the collaboration process is of the highest priority.     

Antecedents of Team Creativity: An Examination of Team Emotional Intelligence,Team Trust and Collaborative Culture

Teams represent a dominant approach to getting work done in a business environment. Creativity enables teams to solve problems and leverage opportunities through the integration of divergent thoughts and perspectives. Prior research indicates that a collaborative culture, which affects how team members interact and work together, is a critical antecedent of team creativity. This study explores other antecedents of team creativity, namely, team emotional intelligence and team trust, and investigates the relationships among these precursors to creative effort. Using a survey of 82 student teams at a large university in the northeast United States, our findings suggest that team emotional intelligence promotes team trust. Trust, in turn, fosters a collaborative culture which enhances the creativity of the team. Cognitive trust also moderates the relationship between collaborative culture and team creativity. Implications of these results for managers and academics are discussed.     

Role Clarity,Swift Trust and Multi‐Agency Coordination

The purpose of this paper was to further the understanding of swift trust in temporary organizations by examining the role swift trust plays in emergency management coordination and how role clarity acts as an enabler within temporary organizational configurations. A qualitative interview study was conducted with 32 liaison officers working in three strategic‐level emergency operations centres in Australia. Role clarity was identified as an important factor in the successful formation of emergency management temporary organizations by emergency services and critical infrastructure liaison officers working in multi‐agency arrangements. By providing role clarity, liaison officers may enable collaborative working practices among organizations involved in emergency management and thus facilitate multi‐agency coordination. The function of role clarity in the context of swift trust is largely overlooked in emergency management. Therefore, this study has contributed to the knowledge of swift trust by empirically verifying the impact of role clarity by liaison officers working in the research setting.     

Cognitive diversity and team performance in a complex multiple task environment

This article examines the multiple effects of cognitive diversity in teams operating complex human-machine-systems. The study employed a PC-based multiple-task environment, called the Cabin Air Management System, which models a process control task in the operational context of a spacecraft's life support system. Two types of cognitive diversity were examined: system understanding and team specialization. System understanding referred to the depth of understanding team members were given during training (low-level procedure-oriented vs. high level knowledge-oriented training). Team specialization referred to the degree to which knowledge about system fault scenarios was distributed between team members (specialized vs. non-specialized). A total of 72 participants took part in the study. After having received 4.5 h of training on an individual basis, participants completed a 1-h experimental session, in which they worked in two-person teams on a series of fault scenarios of varying difficulty. Measures were taken of primary and secondary task performance, system intervention and information sampling strategies, system knowledge, subjective operator state, communication patterns and conflict. The results provided evidence for the benefits of cognitive diversity with regard to system understanding. This manifested itself in better primary task performance and more efficient manual system control. No advantages were found for cognitive diversity with regard to specialization. There was no effect of cognitive diversity on intra-team conflict, with conflict levels generally being very low. The article concludes with a discussion of the implications of the findings for the engineering of cognitive diversity in teams operating complex human-machine-systems.     

Ontology-driven collaborative annotation in shared workspaces

In the last decade, collaboration and sharing on the Web have become mainstream. Digital, remote interaction happens on a daily basis, not only to share digital resources, but also to create, manage and discuss them, in every possible situation where collaboration is required: from work teams to groups of friends, from community committees to no-profit organizations. In this paper we address the task of collaborative management of digital resources within a team, with a special focus on the task of semantic annotation, where team members, possibly supported by automated reasoning, enrich resources with properties that help in organizing, retrieving and creating connections between contents of different types. We focus in particular on the problem of reaching an agreement on the annotation itself among the participants. The paper presents a qualitative user study aimed at observing users behavior when faced with this task. The results of the study are then analyzed in order to draw guidelines, which are then implemented in a tool for collaborative annotation. This study is carried out in the context of the Semantic Table Plus Plus (Sem T++) Project, a framework supporting collaboration over thematic workspaces, whose goal is to enhance cooperation through awareness, enhanced communication and easy sharing of digital content.     

Secure resource sharing on cross-organization collaboration using a novel trust method

A virtual enterprise (VE) consists of a network of independent, geographically dispersed administrative business domains that collaborate with each other by sharing business processes and resources across enterprises to provide a value-added service to customers. Therefore, the success of a VE relies on full information transparency and appropriate resource sharing, making security and trust among subjects significant issues. Trust evaluation to ensure information security is most complicated in a VE involving cross-organization collaboration. This study presents a virtual enterprise access control (VEAC) model to enable resource sharing for collaborative operations in the VE. A scenario for authentication and authorization in the life cycle of a VE is then described to identify the main activities for controlling access. Also developed herein is a trust evaluation method based on the VEAC model to improve its security while safeguarding sensitive resources to support collaborative activities. The trust evaluation method involves two trust evaluation sub-models, one to evaluate the level of trust between two virtual enterprise roles, and another to measure the level of trust between two projects. The two sub-models support each other to make resource-sharing decisions, and are developed based on the concepts of direct, indirect, and negative trust factors. Finally, an example of measuring the trust between two subjects is demonstrated after introducing the two sub-models. The VEAC-based trust evaluation method enables the following: (1) secure resource sharing across projects and enterprises, (2) collaborative operation among participating workers, (3) increased information transparency and (4) lowered information delay in VEs.     

Distributed recommender for peer-to-peer knowledge sharing

A novel model of distributed knowledge recommender system is proposed to facilitate knowledge sharing among collaborative team members. Different from traditional recommender systems in the client-server architecture, our model is oriented to the peer-to-peer (P2P) environment without the centralized control. Among the P2P network of collaborative team members, each peer is deployed with one distributed knowledge recommender, which can supply proper knowledge resources to peers who may need them. This paper investigates the key techniques for implementing the distributed knowledge recommender model. Moreover, a series of simulation-based experiments are conducted by using the data from a real-world collaborative team in an enterprise. The experimental results validate the efficiency of the proposed model. This research paves the way for developing platforms that can share and manage large-scale distributed knowledge resources. This study also provides a new framework for simulating and studying individual or organizational behaviors of knowledge sharing in a collaborative team.     

A Fuzzy Collaborative Assessment Methodology for Partner Trust Evaluation

Trust level assessment within collaborative networks is an interesting issue in the partner evaluation and partner selection literature. This paper proposes a fuzzy collaborative assessment methodology for partner trust evaluation within horizontal collaborative networks. The proposed approach concerns a group evaluation context where a decision‐making comity associated with a manufacturer needs to evaluate its company's partners for their ranking purposes. Different expertise levels are attributed to the comity members. In this paper, trust level is evaluated based on information‐sharing attributes considered in the literature as critical influencing factors. Different weights are associated with these attributes with respect to their corresponding influence on trust. The semantic fuzzy partitioning method is considered for the collaborative trust assessment based on unbalanced linguistic term sets representing information‐sharing attributes. The developed approach is applied to a real case showing its effectiveness and its objectivity.     

Mediating team effectiveness in the context of collaborative learning: The importance of team and task awareness

Learning teams in higher education executing a collaborative assignment are not always effective. To remedy this, there is a need to determine and understand the variables that influence team effectiveness. This study aimed at developing a conceptual framework, based on research in various contexts on team effectiveness and specifically team and task awareness. Core aspects of the framework were tested to establish its value for future experiments on influencing team effectiveness. Results confirmed the importance of shared mental models, and to some extent mutual performance monitoring for learning teams to become effective, but also of interpersonal trust as being conditional for building adequate shared mental models. Apart from the importance of team and task awareness for team effectiveness it showed that learning teams in higher education tend to be pragmatic by focusing primarily on task aspects of performance and not team aspects. Further steps have to be taken to validate this conceptual framework on team effectiveness.     

Pair programming teams and high-quality knowledge sharing: A comparative study of coopetitive reward structures

There has been a growing research interest in understanding knowledge sharing in agile development. Yet, empirical research that sheds light on its underlying practices, such as pair programming, is evolving. This study uses insights from coopetition and software literature to focus inquiry on the relation between coopetitive rewards and high-quality knowledge sharing in pair programming teams. Theoretical hypotheses are developed and validated, suggesting that: ‘coopetitive rewards influence high-quality knowledge sharing both directly and over time through their impact on the level of knowledge sharing satisfaction’, and, ‘the impact of coopetitive rewards on high-quality knowledge sharing is dependent upon task complexity and the history of working under similar reward structure’. This study generates new understanding related to the use of rewards in pair programming teams, and offers a rigorous and replicable seven-step experimental process for simulating coopetitive structures and investigating their role in pair programming and in similar collaborative contexts.