Czasopismo
Tytuł artykułu
Warianty tytułu
Positive Interpersonal Relationships and Knowledge Sharing in Top Management Teams
Języki publikacji
Abstrakty
Celem artykułu jest określenie związku jakości relacji interpersonalnych, mierzonych poziomem ich pozytywności, z dzieleniem się wiedzą przez członków zespołów menedżerskich najwyższego szczebla (TMT). Analizie poddano przede wszystkim związek relacji interpersonalnych z a) deklarowaną indywidualną skłonnością do dzielenia się wiedzą, b) motywami, jakimi w dzieleniu się wiedzą kierują się członkowie badanych zespołów, c) stosowanymi formami dzielenia się wiedzą. Podstawą empiryczną artykułu jest badanie przeprowadzone metodą CATI na próbie 123 menedżerów wchodzących w skład zespołów podejmujących decyzje strategiczne w przedsiębiorstwach branży meblarskiej w Polsce. Wyniki badania sugerują, że dzielenie się wiedzą w zespołach menedżerskich pozostaje w związku z poziomem pozytywnych relacji interpersonalnych ich członków. Relacje te wzmacniają wewnętrzną motywację do dzielenia się wiedzą, obniżając znaczenie motywatorów zewnętrznych, a także sprzyjają nieformalnym i bezpośrednim formom dzielenia się wiedzą, obniżając znaczenie form zinstytucjonalizowanych. (abstrakt oryginalny)
The aim of the article is to determine the relatedness between the quality of interpersonal relationships, measured by the level of their positivity, with knowledge sharing among members of the top management teams (TMT). The analyses primarily concerned the relatedness between interpersonal relationships and a) the declared individual tendency to share knowledge, b) the motives of knowledge sharing among members of the surveyed teams, c) the forms of knowledge sharing. The empirical basis of the article is a CATI research on a sample of 123 managers who are members of decision-making teams in the furniture industry in Poland. The results obtained suggest that knowledge sharing within management teams is related to the level of positive interpersonal relationships of their members. These relationships strengthen the intrinsic motivation to share knowledge, reducing the importance of extrinsic motivators, as well as foster informal and direct forms of knowledge sharing, reducing the importance of institutionalized forms. (original abstract)
Rocznik
Numer
Strony
21--33
Opis fizyczny
Twórcy
autor
- Uniwersytet Mikołaja Kopernika w Toruniu
autor
- Szkoła Główna Handlowa w Warszawie
autor
- Uniwersytet Mikołaja Kopernika w Toruniu
Bibliografia
- Alavi, M. i Leidner, D.E. (2001). Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues. MIS Quarterly, 25, 107-136. http://dx.doi.org/10.2307/3250961.
- Andrews, K. i Delahaye, B.L. (2000). Influences on knowledge processes in organizational learning: The psychosocial filter. Journal of Management Studies, 73(6), 797-810. https://doi.org/10.1111/1467-6486.00204.
- Barachini, F. (2009). Cultural and social issues for knowledge sharing. Journal of Knowledge Management, 13(1), 98-110. https://doi.org/10.1108/13673270910931198.
- Baumeister, R.F. i Leary, M.R. (1995). The need to belong: Desire for interpersonal attachments as a fundamental human motivation. Psychological Bulletin, 117(3), 497-529. https://doi.org/10.1037/0033-2909.117.3.497.
- Berry, D.C. i Broadbent, D.E. (1987). The combination of explicit and implicit learning processes in task control. Psychological Research, 49, 7-15.
- Bieniek, I. i Pliszka, B. (2014). Identyfikacja najlepszych praktyk w zakresie międzypokoleniowego transferu wiedzy w przedsiębiorstwach przemysłowych. Zeszyty Naukowe Politechniki Śląskiej, 72, 9-30.
- Bordia, P., Irmer, B. i Abusah, D. (2006). Differences in sharing knowledge interpersonally and via databases: the role of evaluation apprehension and perceived benefits. European Journal of Work and Organizational Psychology, 15(3), 262-280. https://doi.org/10.1080/13594320500417784.
- Bornemann, M. i Sammer, M. (2003). Assessment methodology to prioritize knowledge management related activities to support organizational excellence. Measuring Business Excellence, 7(2), 21-28.
- Bowers, C.A., Pharmer, J.A. i Salas, E. (2000). When Member Homogeneity is Needed in Work Teams. Small Group Research, 31(3), 305-327. https://doi.org/10.1177/104649640003100303.
- Brooking, A. (1999). Corporate Memory. Strategies for Knowledge Memory. London: International Thomson Business Press.
- Bukowitz, W. i Williams, R. (2000). The Knowledge Management Fieldbook. London: Prentice Hall.
- Cameron, K.S. i Spreitzer, G.M. (red.). (2012). The Oxford Handbook of Positive Organizational Scholarship. New York: Oxford University Press.
- Carmeli A. (2009). Positive work relationships, vitality, and job performance. W: C.E.J. Härtel, WJ. Zerbe i N.M. Ashkanasy, Emotions in Groups, Organizations and Cultures. Emerald Group Publishing Limite. http://dx.doi.org/10.1108/S1746-9791(2009)0000005005.
- Carmeli, A. (2008). Top Management Team Behavioral Integration and the Performance of Service Organizations. Group & Organization Management, 33(6), 712-735. https://doi.org/10.1177/1059601108325696.
- Carmeli, A., Brueller, D. i Dutton, J. (2009). Learning Behaviours in the Workplace: The Role of High-quality Interpersonal Relationships and Psychological Safety. Systems Research and Behavioral Science, 26(1), 81-98. https://doi.org/10.1002/ sres.932.
- Carpenter, M.A., Geletkanycz, M.A. i Sanders, WG. (2004). Upper echelons research revisited: Antecedents, elements, and consequences of top management team composition, Journal of Management, 30(6), 749-778. https://doi. org/10.1016/j.jm.2004.06.001.
- Clark, K.D. i Smith, K.G. (2006). Top Management Team Social Networks and Organizational Innovation: An Information Theory Explanation of TMT Value Creation, Working Paper, Robert Smith School of Business, Maryland, https://www. researchgate.net/publication/228369509.
- Condition and prospects of the Polish furniture market. Polish Development Fund Special Report (2017). Pozyskano z: https://mediapfr.prowly.com/25227-condition-and-prospects-of-the-polish-furniture- market-polish-development-fund-special-report (04.05.2019).
- Davenport, T.H. i Prusak, L. (2000). Working Knowledge. How Organizations Manage What They Know. Harvard Business School Press.
- Dutton, J.E. i Ragins, B.R. (red.). (2007). Exploring Positive Relationships at Work. Building a Theoretical and Research Foundation, New Jersey: Taylor & Francis Group.
- Dutton, J.E., Fahery, L. i Narayanan, VK. (1983). Toward Understanding Strategic Issue Diagnosis. Strategic Management Journal, 4, 307-23.
- Eisenhardt, K.M. (1989). Making fast strategic decisions in high-velocity environments. The Academy of Management Journal, 32(3), 543 - 576. https://doi. org/10.5465/256434.
- Ensley, M.D., Pearson, A.W i Amason, A.C. (2002). Understanding the dynamics of new venture top management teams: cohesion, conflict, and new venture performance. Journal of Business Venturing, 17(4), 365-386. https://doi.org/10.1016/ s0883-9026(00)00065-3.
- Ferris, G.R., Liden, R.C., Munyon, TP, Summers, J.K., Basik, K.J. i Buckley, M.R. (2009). Relationships at Work: Toward a Multidimensional Conceptualization of Dyadic Work Relationships. Journal of Management, 35(6), 1379-1403. https://doi. org/10.1177/0149206309344741.
- Fredrickson, B.L. (2001). The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American Psychologist, 56, 218-226.
- Friedman, L.H. i Bernell, S.L. (2006). The importance of team level tacit knowledge and related characteristics of high-performance health care teams. Health Care Management Review, 31(3), 223- 230.https://doi.org/10.1097/00004010200607000-00008.
- Gittell, J.H. (2003). A theory of relational coordination. W: K.S. Cameron, J.E. Dutton i R.E. Quinn (red.), Positive organizational scholarship: Foundation of a new discipline (s. 279-295). San Francisco, CA: Berrett-Koehler Publishing.
- Glińska-Neweś, A. (2007). Kulturowe uwarunkowania zarządzania wiedzą w przedsiębiorstwie. Toruń: Dom Organizatora TNOiK.
- Glińska-Neweś, A. (2017). Pozytywne relacje interpersonalne w zarządzaniu. Toruń: Wydawnictwo Naukowe Uniwersytetu Mikołaja Kopernika.
- Glińska-Neweś, A. i Glinka, B. (2019). Does Negativity Counterpoint Positivity, or the Other Way Round? On Positive Organizational Scholarship. Problemy Zarządzania - Management Issues, 17(4(84)), 24-38. https://doi.org/10.7172/1644-9584.84.2.
- Göksel, A. i Aydintan, B. (2016). How can tacit knowledge be shared more in organizations? A multidimensional approach to the role of social capital and locus of control. Knowledge Management Research & Practice, 15(1), 34-44. https://doi. org/10.1057/kmrp.2015.22.
- Goll, I. i Rasheed, A.A. (2005). The Relationships between Top Management Demographic Characteristics, Rational Decision Making, Environmental Munificence, and Firm Performance. Organization Studies, 26(7), 999-1023. https://doi. org/10.1177/0170840605053538.
- Halbesleben, J.R.B. (2012), Positive Coworker Exchanges. W: L.Turner de Tormes Eby i TD. Allen (red.), Personal Relationships. The Effect on Employee Attitudes, Behavior, and Well-being. New York: Routledge.
- Hambrick, D.C. (1994). Top management groups: A conceptual integration and reconsideration of the 'team' label. W: B.M. Staw i L.L. Cummings (red.), Research in organizational behavior (s. 171-214). Greenwich, Connecticut: JAI Press.
- Hambrick, D.C. i Mason, P.A. (1984). Upper echelons: The organization as a reflection of its top managers. The Academy of Management Review, 9, 193-206.
- Han, B.M. i Anantatmula, VS. (2007), Knowledge sharing in large IT organizations: a case study. VINE: The Journal of Information and Knowledge Management Systems, 37(4), 421-39.
- Kahneman, D. i Tversky, A. (2000). Choices, Values and Frames. New York: Sage.
- Kark, R. i Carmeli, A. (2009). Alive and creating: the mediating role of vitality and aliveness in the relationship between psychological safety and creative work involvement. Journal of Organizational Behavior, 30(6), 785-804. https://doi.org/10.1002/ job.571.
- Knight, D., Pearce, C.L., Smith, K.G., Olian, J.D., Sims, H.P., Smith, K.A. i Flood, P (1999). Top management team diversity, group process, and strategic consensus. Strategic Management Journal, 20, 445-458. https://doi.org/10.1002/(SICI)1097- 0266(199905)20:53.0.CO;2-V
- Krok, E. (2011). Analiza skłonności pracowników do dzielenia się wiedza na przykładzie badań wśród pracowników uczelni. Zeszyty Naukowe Uniwersytetu Szczecińskiego, 643, 129-130.
- Lewicka, D. (2019). Zarządzanie kapitalem ludzkim a zaangażowanie pracowników. Warszawa: CH Beck.
- Lewin, R. i Regine, B. (2000). The Soul at Work. New York: Simon & Schuster.
- Lewis, J.D. i Weigert, A. (1985). Trust as a social reality. Social Forces, 63, 967-985.
- Lin, T-C., Wu, S. i Lu, C.-T (2012). Exploring the affect factors of knowledge sharing behavior: The relations model theory perspective. Expert Systems with Applications, 39(1), 751-764. https://doi. org/10.1016/j.eswa.2011.07.068.
- MacCurtain, S., Flood, PC., Ramamoorthy, N., West, M.A. i Dawson, J.F. (2010). The Top Management Team, Reflexivity, Knowledge Sharing and New Product Performance: A Study of the Irish Software Industry. Creativity and Innovation Management, 19(3), 219-232. https://doi.org/10.1111/ j.1467-8691.2010.00564.x.
- Maslow, A.H. (1970). Motivation and Personality (2nd ed.). New York: Harper & Row.
- Nahapiet, J. i Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review 23(2), 242- 266. https://doi.org/10.2307/259373.
- Nonaka, I., Toyama, R. i Konno, N. (2000). SECI, Ba and leadership: A unified model of dynamic knowledge creation. Long Range Planning, 33(1), 5-34. https://doi.org/10.1016/S0024-6301(99)00115-6.
- O'Reilly, C.A., Snyder, R. i Boothe, J. (1993). Effects of Executive Team Demography on Organizational Change. W: G. Huber i W Glick (red.), Organizational Change and Redesign. New York: Oxford University Press, 147-175.
- Ojala, M. (1999). Knowledge is power. Econtent. http://www.econtentmag.com
- Polish furniture industry invests in expansion and modernization of production (2018). Pozyskano z: https://www.s-ge.com/en/article/news/20182-furniture-poland (04.05.2019).
- Probst, G., Raub, S. i Romhardt, K. (2002). Zarządzanie wiedzą w organizacji. Kraków: Oficyna Ekonomiczna.
- Quigley, N.R., Tesluk, PE., Locke, E.A. i Bartol, K.M. (2007). A multilevel investigation of the motivational mechanisms underlying knowledge sharing and performance. Organization Science, 18(1), 71-88. https://doi.org/10.1287/orsc.1060.0223.
- Pasieczny, J. i Glinka, B. (2016). Organizational Dysfunctions: Sources and Areas. Entrepreneurial Business and Economics Review, 4(4), 213-223. 10.15678/EBER.2016.040413.
- Rakowska, A., de Juana Espinosa, S. i Mendryk, I. (2020). Well-being and job satisfaction of employees aged 50+, perceived organizational support for development and innovation. Argumenta Oeconomica, 1(44), 143-172.
- Ratajczak-Mrozek, M., Fonfara, K. i Hauke-Lopes, A. (2019). Conflict handling in small firms' foreign business relationships. Journal of Business & Industrial Marketing, 34(1), 240-252. https://doi.org/10.1108/JBIM-10-2018-0316.
- Record year for Polish furniture industry (2017). Pozyskano z: https://denmark.trade.gov.pl/en/ news/234212,record-year-for-polish-furniture- industry.html (04.05.2019).
- Ruggles, R. (1998). The state of notion: Knowledge management in practice. California Management Review, 40(3),80-89. https://doi.org/10.2307/41165944.
- Rynek meblarski w Polsce. Furniture market in Poland. (2017). Warszawa: KPMG.
- Senge, P. (1997). Sharing knowledge. Executive Excellence, 14(11), 17-18.
- Siemsen, E., Roth, A.V i Balasubramanian, S. (2008). How motivation, opportunity, and ability drive knowledge sharing: the constraining-factor model. Journal of Operations Management, 26(3), 426-45. https://doi.org/10.1016/j.jom.2007.09.001.
- Simons, T, Pelled, L.H. i Smith, K.A. (1999). Making use of difference: Diversity, debate, and decision comprehensiveness in top management teams. Academy of Management Journal, 42, 662-675. https://doi.org/10.5465/256987.
- Simsek, K., Veiga, J.F., Lubatkin, M. i Dino, R. (2005). Modeling the multilevel determinants of top management team behavioral integration. Academy of Management Journal, 48(1), 69-84. https://doi.org/10.5465/amj.2005.15993139.
- Smedlund, A. (2008). The knowledge system of a firm: social capital for explicit and potential knowledge. Journal of Knowledge Management 12(1), 63-77. https://doi.org/10.1108/13673270810852395.
- Smith, K.G., Smith, K.A., Olian, J.D., Sims, H.P., O'Bannon, D.P. i Scully, J.A. (1994). Top management team demography and process: The role of social integration and communication. Administrative Science Quarterly, 39, 412-438. https://doi.org/10.2307/2393297.
- Sopińska, A. (2010). Wiedza jako strategiczny zasób przedsiębiorstwa. Analiza i pomiar kapitału intelektualnego przedsiębiorstwa. Warszawa: Oficyna Wydawnicza SGH.
- Sopińska, A. i Dziurski, P. (2018). Otwarte innowacje. Perspektywa współpracy i zarządzania wiedzą. Warszawa: Oficyna Wydawnicza SGH.
- Sperber, S. i Linder, C. (2018). The impact of top management teams on firm innovativeness: a configurational analysis of demographic characteristics, leadership style and team power distribution. Review of Managerial Science, 12, 285-316. https:// doi.org/10.1007/s11846-016-0222-z.
- Stankiewicz, M.J. (red.) (2006). Zarządzanie wiedzą jako kluczowy czynnik międzynarodowej konkurencyjności przedsiębiorstwa. Toruń: Dom Organizatora TNOiK.
- Stoetzer, U., Ahlberg, G., Bergman, P., Hall- sten, L. i Lundberg, I. (2009) Working conditions predicting interpersonal relationship problems at work. European Journal of Work and Organizational Psychology, 18(4), 424-441, https://doi. org/10.1080/13594320802643616.
- Swift, M., Balkin, D.B. i Matusik, S.F. (2010). Goal orientations and the motivation to share knowledge. Journal of Knowledge Management, 14(3), 378-393. https://doi.org/10.1108/13673271011050111.
- Thomas, J.B., Clark, S.M. i Gioia, D. (1993). Strategy, Sense Making and Organizational Performance: Linkages among Scanning, Interpretation, Action and Outcomes. Academy of Management Journal, 36, 239-70.
- Tuan, L.T. (2012). Behind knowledge transfer. Management Decision, 50(3), 459-478.
- Turner de Tormes Eby, L. i Allen, T.D. (red.). (2012). Personal Relationships. The Effect on Employee Attitudes, Behavior, and Well-being. New York: Routledge.
- Walczak, W. (2012). Wpływ kultury organizacyjnej na skłonność do dzielenia się wiedzą. E-mentor, 1(43).
- Wawrzyniak, B. (2001). Zarządzanie wiedzą w przedsiębiorstwie. Warszawa: Wyd. PFPK.
- Wittenbaum, G.M., Hollinghead, A.B. i Botero, I.C. (2004). From cooperative to motivated information sharing in groups: moving beyond the hidden profile paradigm. Communication Monographs, 71(3), 286-310. https://doi.org/10.1080/036 3452042000299894.
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171623994