thesis_Daniela Noethen_print final - Jacobs University

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Intergenerational Knowledge Transfer in Work Teams: A Multilevel Social Network Perspective behaviors, and to be more satisfied and involved in the team. These are all favorable characteristics for the engagement in knowledge transfer with team colleagues, irrespective of the age of these colleagues. Thus, we predict: HYPOTHESIS 1b: The age of the source is positively related to knowledge transfer from source to recipient. With respect to the prevention of knowledge loss, this is a favorable effect as well; older employees who are in danger of leaving the company and carrying with them a lot of knowledge should preferably transfer more knowledge to colleagues, and not necessarily only to the very young colleagues. 3.3.3. Knowledge transfer in age diverse teams Team constellations with respect to age can also be more or less favorable for the prevention of knowledge loss and the enabling of intergenerational knowledge transfer. Age diversity within the team plays an important role here. Generally, the effect of age diversity on work outcomes is a double-edged sword, resulting as positive or as negative depending on individual as well as social or contextual factors (e.g., van Knippenberg, de Dreu, & Homan, 2004; van Knippenberg & Schippers, 2007). For intergenerational interactions (Hagestad & Uhlenberg, 2005), however, age diverse teams and workplaces are an important arena, and give rise to the possibility of such interactions and intergenerational knowledge transfer in the first place. Although one might assume that knowledge transfer in age diverse teams is impeded by negative age stereotypes (e.g., Hess, Auman, Colcombe, & Rahhal, 2003; Kessler & Staudinger, 2007; Posthuma & Campion, 2009), it has been shown that intergenerational contact (which is a constant given in age diverse teams) actually reduces negative age stereotypes (Bales, Eklund, & Siffin, 2000; Meshel & McGlynn, 2004). Thus, age diversity in teams enables rather than impedes intergenerational knowledge transfer. 96
Intergenerational Knowledge Transfer in Work Teams: A Multilevel Social Network Perspective Moreover, social category diversity, such as age or gender diversity, in teams has been shown to lead to higher satisfaction with, intent to remain in, and stronger commitment to the team (Jehn, Northcraft, & Neale, 1999). Accordingly, it can be argued that age diversity creates, possibly because it decreases intragroup competition, a climate in which team members are more satisfied and more committed to the work group. Thus, team members will have a personal interest in a good overall team performance and will be more willing to transfer their own knowledge to other members of the team. Therefore, we can assume that age diversity not only enables more intergenerational knowledge transfer, but also increases knowledge transfer within the team directly. Thus, we predict: HYPOTHESIS 1c: Age diversity within the team is positively related to knowledge transfer from source to recipient. 3.3.4. Experience as a conveying factor All of these three factors, be it age difference, individual age, or age diversity, influence knowledge transfer because they go along with some other changes or circumstances, for example, a larger difference in experience between individual employees, a more favorable climate in the team, or a higher amount of OCB and experience in individuals. Therefore, in addition to the underlying effects of age, we want to investigate the effect of one of the proposed age-related changes, namely the effect of accumulated experience and knowledge. This factor especially lends itself to the analysis within the present framework as, like age, it can be employed in the form of a difference score for dyads as well as an individual characteristic, i.e., as the difference in experience and knowledge between source and recipient as well as the source’s experience and knowledge. As a proxy for experience and accumulated job relevant knowledge, team tenure seems most appropriate. Team tenure refers to the length of time an individual has been with the team (Schippers, den Hartog, Koopman, 97
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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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Multilevel Investigation of Anteced
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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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