Science Journal of Business and Management

| Peer-Reviewed |

On the Relationship between Teamwork and Supporting Knowledge Management

Received: 24 August 2014    Accepted: 06 September 2014    Published: 20 October 2014
Views:       Downloads:

Share This Article

Abstract

This study aims at investigating how far teamwork can support Knowledge Management. In doing so, 384 employees working in Iran Khodro, Neyshabour branch, located in Khorasan-e-Razavi, Iran were randomly selected as our participants. Based on studies done, we distinguish which features of teamwork support the KM course of action in its different phases (i.e. formation, transfer and incorporation). In order to analyze the data obtained, multiple regression and analysis of variance were used. The results of the study indicated that complementary skills (H2) and a climate of trust (H3) in teamwork were more significant factors that support management of organizational knowledge.

DOI 10.11648/j.sjbm.20140205.12
Published in Science Journal of Business and Management (Volume 2, Issue 5, October 2014)
Page(s) 123-130
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Knowledge Management, Teamwork, Knowledge Formation, Transfer, Incorporation of Knowledge

References
[1] Alderfer, C. (1977). Groups and intergroup relations. In Richard Hackman, J. & Lloyd
[2] Armbrecht, F. M. R., Chapas, R. B., Chappelow, C. C., Farris, G. F., Friga, P. N., Hartz, C.A., et al. (2001). Knowledge management in research and development. Research Technology Management, 44(4), 28-48.
[3] Baron, J., & Kreps, D. M. (1999). Strategic Human Resources: Framework for General Manager. New York, NY: Wiley.
[4] Bukowitz, W., & Williams, R. (1999). The knowledge management Fieldbook. London, UK: Financial Times Prentice Hall.
[5] Cook, S., & Brown, J. (1999). Bridging epistemologies: the generative dance between organizational knowledge and organizational learning. Organization Science, 10(4), 381-400.
[6] Davenport, T., & Prusak, L. (1998) Working knowledge: How organizations manage what they know. Harvard Business School Press, Boston: MASS.
[7] David, F. R., Pearce, J. A & Randolph, W. A. (1989). Linking technology and structure to enhance group performance. Journal of Applied Psychology, 74, 233-241.
[8] Despres, C. & D. Chauvel (Eds.), Knowledge Hirizons: The present and the promise of Knowledge Management, Boston, MA: Butterworth Heinemann, pp225-236.
[9] El Sawy, O. A., Erikson, I., Carlson, S. A., & Raven, A. (1997). Shared knowledge creation spaces around the new product development process, working paper, California: University of Southern California.
[10] Elpper, M. J., & Sukowski, O. (2000) Managing team knowledge: core processes, tools and enabling factors. European Management Journal, 18(3), 334-341.
[11] Ford, D. (2001). Trust and knowledge management: The seeds of success, http: www.business.queensu.ca/kbe.
[12] Fahey, L., Prusak, L. (1988), “The Eleven Deadliest Sins Of Knowledge Management”, California Management Review, Vol. 40, No. 3
[13] Galve, C., Ortega, R. (2000). Equipos de trabajo y performance: un analisis emporico a nivel de planta productivea. Management, 3, 111-134.
[14] Grant, R. M. (1996a) "Prospering in dynamically-competitive environments: Organizational capability as knowledge integration," Organization Science (7:4), 375-387.
[15] Grant, R. M (1996b). "Toward a knowledge-based theory of the firm," Strategic Management Journal (17:Winter), 109-122.
[16] Grant, R. M. (1997). The knowledge-based view of the firm: implications for management practice, Long Rang Planning, 30(3), 450-4.
[17] Grant, A. M. (2001). Rethinking psychological mindedness: Metacognition self-reflection and insight. Behaviour Change, 18(1), 8-17.
[18] Hendlud, G. (1994). A model of knowledge management and the N-form Corporation. Strategic Management Journal, 15, 73-90.
[19] Kirkman, B. L., Gibson, C. B., & Shapiro, D. L. (2001). Exporting teams: enhancing the implementation and effectiveness of work teams in global affiliates. Organizational Dynamics, 30(1), 12-29.
[20] Kramer, R. (1999). Chapter8: Social uncertainty and collective paranoia in knowledge communities: Thinking and acting in the shadow of doubt.
[21] Lazear, E. P. (1998). Personnel Economics for Manager. NewYork, NY: Wiley.
[22] Leonard, D., & Straulss, S. (1997). Putting your company’s whole brain to work. Harvard Business Review, 75(4), 110-121.
[23] Leonard, D., & Sensiper, S. (1998). The role of tacit knowledge in group innovation. California Management Review, 40(3), 112-131.
[24] Miller, D., & Shamsie, J. 1996. The resource-based view of the firm in two environments: The Hollywood film studios from 1936 to 1965. Academy of Management Journal, 39(3): 519-543.
[25] Miles, G., Miles, R. E., Perrone, V., & Edvinsson, L. (1998). Some conceptual and research barriers to the utilization of knowledge. California Management Review, 40(3), 281-287.
[26] Nelson, R. R., & Winter, S.G. (1982). An Evolutionary Theory of Economic Chang. Cambridge, MA: Belknap Press.
[27] Nicholls, C., Lane, H. W., & Brechu, M. B. (1999). Taking self-managed teams to Mexico. Academy of Management Executive, 13, 15-27.
[28] Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organizational Since, 5(1), 14-37.
[29] Nonaka, I. & Konno, N. (1998). The concept of Ba: building a foundation for knowledge creation. California Management Review, 40(3), 40-54.
[30] Nonaka, I., Toyama, R., & Konno, N. (2001). SECI, Ba and leadership: a unified model of dynamic knowledge creation.
[31] Nonaka, I. & D., Teece (Eds), Managing Industrial Knowledge: Creation, Transfer and Utilization, London: Sage, pp13-43.
[32] Nonaka, I, & H., Takeuchi. (1995). The Knowledge-Creating Company. New York: Oxford University Press.
[33] Podolny, J. M., & Baron, J. N. (1997). Resources and relationships: Social networks and mobility in the workplace. American Sociological Review, 62, 673-693.
[34] Porter, M. E. (1985). The Competitive Advantage: Creating and Sustaining Superior Performance. NY: Free Press
[35] Roberts, J. (2000). From know-how to show-how? Questioning the role of information and communication technologies in knowledge transfer. Technology Analysis & Strategic Management, 12(4), 429-443.
[36] Robbins, S. (2001). Organizational Behavior (9th Ed.). Upper Saddle River, NJ: Prentice-Hall.
[37] Rolland, N., Chauvel, D., (2000). Knowledge transfer in strategic alliances. In
[38] Ruggles, R. (1998). The state of the notion: knowledge management in practice. California management Review, 40(3), 80-89.
[39] Sabherwal, R., & Becerra-Fernandez, I. (2003). An empirical study of the effect of knowledge management processes at individual, group, and organizational levels. Decision Sciences, 34(2), 225−260.
[40] Suttle, J. (Eds), Improving Life at Work: Behavioral Science Approaches to Organizational Chang, Googyear, Santa Monica, CA, 227-296.
[41] Teece, D. (1998). Capturing value from knowledge assets: the new economy, markets for know-how, and intangible assets. California Management Review, 40(3), 55-79.
[42] Thompson, L., J. Levine, & D. Messick (Eds.), Shared cognition in organizations: The management of knowledge, Lawrence Erlbaum Assoc. Publishers, Mahwah, NJ, pp163-191
[43] Uhl-Bien, M., & Graen, G. B. (1998). Individual self-management: analysis of professionals’ self-managing activities in functional and cross-functional work teams. Academy of Management Journal, 41, 340-50.
[44] Von Krogh, G., Nonaka Ikujiro, Ichijo Kazuo (2000) Enabling Knowledge Creation: New Tools for Unlocking the Mysteries of Tacit Understanding Oxford: OUP
[45] Von Krogh, G. (1998). Care in knowledge creation. California Management Review, 40 (3), 133-153.
[46] Walczak, S. (2005). Organizational knowledge management structure. Journal of knowledge management, 12(4), 330-339.
[47] Wenger, E. (1999). Communities of Practice: Learning, Meaning and Identity. Cambridge, MA: Cambridge University Press.
[48] Zarraga, C., & Bonache, J. (2003). The impact of team atmosphere on knowledge outcomes in self-managed teams. Organization Studies, 26(5).
[49] Zarraga, C., & Garcia-Falcon, J. M. (2003). Factors favoring knowledge management in work teams. Journal of knowledge management, 7(2), 81-96.
[50] Zarraga, C., Saa-Perez, P. D. (2006). Work teams to favor knowledge management. Journal of European Business Review, 18(1), 60-76.
Author Information
  • Department of Management, Payamnoor University of Mazandaran, Mazandaran, Iran

Cite This Article
  • APA Style

    Mahshad Erfanian khanghahi. (2014). On the Relationship between Teamwork and Supporting Knowledge Management. Science Journal of Business and Management, 2(5), 123-130. https://doi.org/10.11648/j.sjbm.20140205.12

    Copy | Download

    ACS Style

    Mahshad Erfanian khanghahi. On the Relationship between Teamwork and Supporting Knowledge Management. Sci. J. Bus. Manag. 2014, 2(5), 123-130. doi: 10.11648/j.sjbm.20140205.12

    Copy | Download

    AMA Style

    Mahshad Erfanian khanghahi. On the Relationship between Teamwork and Supporting Knowledge Management. Sci J Bus Manag. 2014;2(5):123-130. doi: 10.11648/j.sjbm.20140205.12

    Copy | Download

  • @article{10.11648/j.sjbm.20140205.12,
      author = {Mahshad Erfanian khanghahi},
      title = {On the Relationship between Teamwork and Supporting Knowledge Management},
      journal = {Science Journal of Business and Management},
      volume = {2},
      number = {5},
      pages = {123-130},
      doi = {10.11648/j.sjbm.20140205.12},
      url = {https://doi.org/10.11648/j.sjbm.20140205.12},
      eprint = {https://download.sciencepg.com/pdf/10.11648.j.sjbm.20140205.12},
      abstract = {This study aims at investigating how far teamwork can support Knowledge Management. In doing so, 384 employees working in Iran Khodro, Neyshabour branch, located in Khorasan-e-Razavi, Iran were randomly selected as our participants. Based on studies done, we distinguish which features of teamwork support the KM course of action in its different phases (i.e. formation, transfer and incorporation). In order to analyze the data obtained, multiple regression and analysis of variance were used. The results of the study indicated that complementary skills (H2) and a climate of trust (H3) in teamwork were more significant factors that support management of organizational knowledge.},
     year = {2014}
    }
    

    Copy | Download

  • TY  - JOUR
    T1  - On the Relationship between Teamwork and Supporting Knowledge Management
    AU  - Mahshad Erfanian khanghahi
    Y1  - 2014/10/20
    PY  - 2014
    N1  - https://doi.org/10.11648/j.sjbm.20140205.12
    DO  - 10.11648/j.sjbm.20140205.12
    T2  - Science Journal of Business and Management
    JF  - Science Journal of Business and Management
    JO  - Science Journal of Business and Management
    SP  - 123
    EP  - 130
    PB  - Science Publishing Group
    SN  - 2331-0634
    UR  - https://doi.org/10.11648/j.sjbm.20140205.12
    AB  - This study aims at investigating how far teamwork can support Knowledge Management. In doing so, 384 employees working in Iran Khodro, Neyshabour branch, located in Khorasan-e-Razavi, Iran were randomly selected as our participants. Based on studies done, we distinguish which features of teamwork support the KM course of action in its different phases (i.e. formation, transfer and incorporation). In order to analyze the data obtained, multiple regression and analysis of variance were used. The results of the study indicated that complementary skills (H2) and a climate of trust (H3) in teamwork were more significant factors that support management of organizational knowledge.
    VL  - 2
    IS  - 5
    ER  - 

    Copy | Download

  • Sections