Sharing knowledge effects and the psychological security in work teams effectiveness
DOI:
https://doi.org/10.18041/1900-0642/criteriolibre.2014v12n20.232Keywords:
Organizations, Team, Knowledge, BehaviorAbstract
This research focuses on establishing the relationship that sharing knowledge behaviors and psychological safety have in the effectiveness inside the team. It is used a quantitative methodology with a descriptive-correlational design. It was worked with a sample group chosen intentionally, and integrated by 200 participants who belong to 39 working teams that made part of twenty organizations from Bogotá City. The instrument to measure the variables had 29 items and it was validated by four judges and gave a high internal consistency (.939). The results show positive correlations and significant results among sharing knowledge, psychological safety and team effectiveness.
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References
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Weick, K. (1993). The collapse of sensemaking in organizations: The Mann Gulch disaster. Administrative Science Quarterly, Vol. 38, Iss. 4.
Yang, C. and Chen, L. (2007). Can organizational knowledge capabilities affect knowledge sharing behavior? Journal of Information Science, 33.
Anand, V.; Clark, M.; Zellmer-Bruhn, M. (2003). Team knowledge structures: Matching task to information environment. Journal of Managerial Issues, Vol. 15, Iss. 1.
Anderson, E.; Manek, N.; Davidson, A. (2006). Evaluation of a model for maximizing interprofessional education in an acute hospital. Journal of Interprofessional Care, Vol. 20, Issue 2, pp. 182-194.
Baba M., Gluesing J., Ratner H. and Wagner K. (2004). The contexts of knowing: natural history of a globally distributed team. Journal of Organizational Behavior.. Vol. 25, Iss. 5.
Cannon-Bowers J. and Salas E. (2001). Reflections on shared cognition. Journal of Organizational Behavior, vol. 22, Iss. 2.
Castañeda, D. y Fernández, M. (2007). Validación de una escala de niveles y condiciones de aprendizaje organizacional. Universitas Psychologica, vol. 6, No. 3.
Cohen, S. y Bailey, D. (1997). What makes team work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, 23 (3), pp. 239-290.
Cummings, J. (2003). Knowledge Sharing: A Review of the Literature. The World Bank operations Evaluation Department.
Chennamaneni, A. (2006). Determinants of knowledge sharing behaviors: Developing and testing an integrated theoretical model.
Day, D. (2000). Leadership development: a review in context. Leadership Quarterly. Vol. 11, Issue 4.
Delgado, M.; Romero, A. and Gómez, L. (2008). Teams in organizations: a review on team effectiveness. Team Performance Management. Vol. 14, No. 1/2, pp. 7-21.
Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly. Vol. 44, Iss. 2.
Ford, D.; Staples, D. (2006). Perceived value of knowledge: the potential informer’s perception. Knowledge Management Research and Practice 4, pp. 3-16.
Gibson, C. (2001). From knowledge accumulation to accomodation: Cycles of collective cognition in work groups. Journal of Organizational Behavior. Vol. 22, Iss. 2.
Gibson, C.; Zellmer-Bruhn, M. and Schwab, D. (2003). Team effectiveness in multinational organizations. Group and Organizations Management. Vol. 28, No. 4.
Gil, F.; Alcover, C. and Peiró, J. (2005). Work team effectiveness in organizational contexts: Recent research and applications in Spain and Portugal. Journal of Managerial Psychology, 20, 3/4.
Gil, F.; Rico, R. y Sánchez, M. (2008). Eficacia de los equipos de trabajo. Papeles del Psicólogo, Vol. 29(1), pp. 25-31.
Hernández, R.; Fernández, C. y Baptista, P. (2006). Metodología de la investigación, cuarta edición. México: Editorial McGraw-Hill. Ho Kwok, S. and Gao S. (2006). Attitude towards knowledge sharing behavior. Journal of Computer Information Systems.
Ilgen, D.; Hollenbeck, J.; Johnson, M., and Jundt, D. (2005). Team in organizations: From InputProcess-Output Models to IMOI Models. Annu. Rev. Psychol., 56, pp. 517-543.
Kozlowski, S. and Ilgen, D. (2006). Enhancing the Effectiveness of Work Groups and Teams. Psychological Science in the Public Interest, Vol. 7, Issue 3, pp. 77-124.
Leinonen, P. and Bluemink, J. (2008). The distributed team members’ explanations of knowledge they assume to be shared. Journal of Workplace Learning, Vol. 20, No. 1. pp. 38-53.
Lord, R. (2000). Thinking outside the box by looking inside the box: extending the congnitive revolution in leadership research. Leadership Quarterly, Vol. 11, Issue 4.
Lu, L.; Leung, K. and Tremain, P. (2006). Managerial Knowledge Sharing: The Role of Individual, Interpersonal, and Organizational Factors. Antai School of Management, P.R. China, City University of Hong Kong, and Nanyang Technological University, Singapore Management and Organization.
Mankin, D.; Cohen, S.; Bikson, T. (1997). Teams and technology: Tensions in participatory design. Organizational Dynamics, Vol. 26, Iss. 1.
Marks, M.; Mathieu, J. and Zaccaro, S. (2001). A temporally based framework and taxonomy of team processes. The Academy of Management Review, Vol. 26, Iss. 3, p. 356.
Mathieu, J.; Maynard, M.; Rapp, T. and Gilson, L. (2008). Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future. Journal of Management, Vol. 34, No. 3, pp. 410-476.
May, D.; Gilson, R. and Harter, L. (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of Occupational and Organizational Psychology, Leicester: Mar. Vol. 77, p. 11.
Mu, Shaohua, Gnyawali, and Devi, R. (2003). Developing Synergistic Knowledge in Student Groups. Journal of Higher Education, Vol. 74, Issue 6.
Nembhard, I. and Edmondson, A. (2006). Making it safe: the effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior, Vol. 27, Iss. 7.
Offenbeek, M. (2001). Processes and outcomes of team learning. European Journal of Work & Organizational Psychology, Vol. 10, Issue 3.
Patel, V.; Cytryn, K.; Shortliffe, E. and Safran, C. (2000). The Collaborative Health Care Team: The Role of Individual and Group. Teaching & Learning in Medicine, Vol. 12, Issue 3, pp. 117-132.
Peiró, J.; Prieto, F. y Roe, R. (1996). Tratado de Psicología del Trabajo. Volumen II. Aspectos Psicosociales del Trabajo.
Ren, Y.; Carley, K. and Argote, L. (2006). The Contingent Effects of Transactive Memory: When Is It More Beneficial to Know What Others Know? Management Science, Vol. 52, Iss. 5, p. 671.
Saks, A. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, Vol. 21, Iss. 7, pp. 600.
Sessa, V., and London, M. (2008). Work group learning: Understanding, improving & assessing how groups learn in organizations. New York: Taylor and Francis Group.
Stalmeijer, R.; Gijselaers, W.; Wolfhagen, I.; Harendza, S. and Scherpbier, A. (2007). How interdisciplinary teams can create multidisciplinary education: the interplay between team processes and educational quality. Medical Education, Vol. 41, Issue 11, pp. 1059-1066.
Wang, C.; Lee, Y.; Lin, W. and Zhuo, L. (2007). Effects of Personal Qualities and Team Processes on Willingness to Share Knowledge: An Empirical Study. International Journal of Management, Vol. 24, No. 2.
Weick, K. (1993). The collapse of sensemaking in organizations: The Mann Gulch disaster. Administrative Science Quarterly, Vol. 38, Iss. 4.
Yang, C. and Chen, L. (2007). Can organizational knowledge capabilities affect knowledge sharing behavior? Journal of Information Science, 33.
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Published
2014-06-01
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How to Cite
Sharing knowledge effects and the psychological security in work teams effectiveness. (2014). Criterio Libre, 12(20), 185-198. https://doi.org/10.18041/1900-0642/criteriolibre.2014v12n20.232
