Proceedings of the 12th European Conference on Knowledge ...

Inocencia Mª Martínez-León and Isabel Olmedo-Cifuentes
Table 2: Results <strong>of</strong> Regression analysis <strong>of</strong> previous OLPH on shared interpretation
Table 2 is quite relevant in several ways. First, all previous OLPh have a positive impact on Shared
interpretation. Hence, <strong>the</strong> development <strong>of</strong> this OLA requires Information acquisition and distribution,
supporting hypo<strong>the</strong>sis 2. Second, low horizontal specialization and low formalization have a positive
and significant impact on Shared interpretation, confirming hypo<strong>the</strong>sis 4a and 5. Finally,
decentralization and indoctrination have a positive effect but not significant on Shared interpretation.
Table 3 presents <strong>the</strong> results obtained from <strong>the</strong> regression analysis <strong>of</strong> previous OLPh and design
parameters on Organizational memory. Preceding OLPh have a positive impact on Organizational
memory, confirming hypo<strong>the</strong>sis 3. Surprisingly, high formalization has a positive and significant effect
on this OLA, not supporting hypo<strong>the</strong>sis 5. Low horizontal and vertical job specialization have not a
positive and significant influence on Organizational memory, rejecting hypo<strong>the</strong>sis 4 and requiring
reformulation. Finally, high decentralization and indoctrination have a positive score but do not
determine this OLA. The hypo<strong>the</strong>sis 6 and 7 are, consequently, declined.
Table 3: Results <strong>of</strong> Regression Analysis <strong>of</strong> Previous OLPh on Organisational Memory
Comparing <strong>the</strong> three tables, it can be seen that Horizontal job specialization only has a significant and
positive effect on interpretation activity. In consequence, <strong>the</strong> employee’s wide range <strong>of</strong> perspective
increases <strong>the</strong>ir capacity to interpret information and transform it into knowledge. However, it is not on
<strong>the</strong> side <strong>of</strong> o<strong>the</strong>r OLA, confirming partially Hypo<strong>the</strong>sis 4a. Low vertical job specialization shows a
significant negative effect on all OLA, except on Organizational memory. Spanish workers, underwent
relatively high revision and control procedures in <strong>the</strong>ir work, develop less OLP as a result <strong>the</strong>y are
focused on <strong>the</strong>ir job, and have not got enough information, knowledge, experience, organizational
vision nei<strong>the</strong>r capacity to participate in OLP. Therefore, <strong>the</strong>se employees should have more time for
<strong>the</strong> joint development <strong>of</strong> control, management and learning. Consequently, Hypo<strong>the</strong>sis 4b is not
accepted and should be reconsidered.
Low formalization has a significant effect on some OLA: Shared interpretation (positive) and
Organizational memory (negative). Consequently, Hypo<strong>the</strong>sis 5 is partially accepted. Flexibility does
not improve significantly <strong>the</strong> Information distribution jointly with <strong>the</strong> Information acquisition.
Never<strong>the</strong>less, low formalization facilitates <strong>the</strong> Shared interpretation, due to encourage social
interactions among organizational members and stimulate <strong>the</strong> discussion and creativity’s capacity,
increasing generally <strong>the</strong> employees’ capacity to interpret information and transform it into knowledge.
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