thesis_Daniela Noethen_print final - Jacobs University

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Multilevel Investigation of Antecedents of Knowledge Sharing and Seeking in Teams concepts (such as knowledge sharing) when participants had questions while filling out the questionnaire, and by using different scale endpoints and formats for predictor and outcome measures. Second, using very short scales may result in low reliabilities and in a reduction of effects sizes. On the other hand, measurements with few or even single-items have been shown to be reliable for many constructs, including job satisfaction and job effectiveness (Wanous & Hudy, 2001), and knowledge transfer (Kankanhalli et al., 2005; Watson & Hewett, 2006; Zárraga & Bonache, 2005). Indeed, we obtained satisfactory reliabilities and could demonstrate significant effects of the independent on the dependent variables in spite of the rather short scales. 2.6.8. Future research directions Future research could, in addition to research issues already mentioned (inconsistencies regarding age effects on knowledge transfer or effects of extrinsic benefits on knowledge sharing), examine the influence of within-team sharing and seeking knowledge on individual and team performance. Similar to the study of predictors, outcomes of knowledge transfer have to date also mainly been studied for either knowledge sharing (Cummings, 2004; Quigley et al., 2007) or knowledge transfer (e.g., Collins & Smith, 2006). Furthermore, it would be interesting to investigate the (re)use of transferred knowledge. According to some authors, successful knowledge transfer does not end with the recipient receiving knowledge, but with the recipient unit applying the transferred knowledge. This has been claimed with respect to knowledge transfer at the business unit level (Kostova, 1999; Szulanski, 1996) as well as for individual-level transfer (Watson & Hewett, 2006). 74
Multilevel Investigation of Antecedents of Knowledge Sharing and Seeking in Teams 2.7. Conclusion With the present study, we have made two important contributions: First, by jointly investigating and comparing predictors’ effects on sharing and seeking knowledge within teams, we rendered empirical support to the notion that these are two distinct behaviors with differing antecedents. Thus, we demonstrated that separating sharing and seeking behaviors can help better understand the underlying mechanisms of knowledge transfer. Second, we presented that, at least in some cases, important predictors cannot be discovered when data are analyzed without differentiating the individual and contextual levels. Hence, we have shown that scientists as well as practitioners have to take a closer look at predictors of knowledge transfer in teams and should use the presented distinctions in future research in order to clarify the picture of influencing factors. 75
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Knowledge Transfer in Teams and Its
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Table of Contents Contents Acknowle
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Acknowledgements Acknowledgements T
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Acknowledgements Last but not least
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General Introduction and of older w
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General Introduction in the smooth
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Outline Outline The core of the pre
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Outline on knowledge sharing, as we
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Knowledge, Knowledge Management, an
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Intergenerational Knowledge Transfe
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Preventing Knowledge Loss When Empl
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the demographic change. Accordingly
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analysis was dyadic knowledge trans
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questions. The limitations that wil
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would be very different than for a
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“there are situations where knowl
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employing the distinctions recommen
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valuable addition to the existing l
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covers a very specific area of know
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the importance of including lower l
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Foss, N. J., Husted, K., & Michailo
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Watson, S., & Hewett, K. (2006). A
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