Individual connectedness in innovation networks: On the role of individual motivation

Aalbers, Rick; Dolfsma, Wilfred; Koppius, Otto

doi:10.1016/j.respol.2012.10.007

Cited by 74 publications

(67 citation statements)

References 144 publications

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“…First, some studies identify the effects of organizational factors. More specifically, the presence of organizational rewards, such as salary raises, bonuses and opportunities for promotions (Aalbers et al ., ; Quigley et al, ) as well as the presence of leadership and management support for KM initiatives (e.g. Faraj et al, ) lead to favourable attitudes among users toward engagement in knowledge exchange activities.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Fourth, a host of individual differences among users were found to influence participation in knowledge exchange activities. They include users' enjoyment of knowledge exchange (Wasko & Faraj, ; Marett & Joshi, 2009; Aalbers et al ., ), affect toward knowledge exchange (Bateman et al, ; Wu et al, ), habit of knowledge exchange (e.g. He & Wei, ), level of expertise and reputation (Marett & Joshi, 2009; Wasko et al, ; Kang & Hau, ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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Diffusion of knowledge in social media networks: effects of reputation mechanisms and distribution of knowledge roles

Havakhor¹,

Soror

Sabherwal

2016

Information Systems Journal

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Abstract. Social media platforms serve as important tools for diffusing knowledge within organizations. The factors affecting knowledge diffusion through social media networks (SMNs) need to therefore be better understood. Accordingly, this paper focuses on two SMN-specific characteristics -reputation mechanisms and the distribution of knowledge roles -which are argued to enhance and enable, respectively, the smooth transfer of knowledge in a SMN. To examine their effects, we distinguish between two types of reputation mechanisms -adaptive and objective -and across three distinct knowledge roles in SMNs: seekers, contributors and brokers. We argue that the extent of knowledge diffusion in the SMN depends on the type of mechanism and the relative distribution of these three roles. Using data collected through an agent-based simulation, we find that (a) the distribution of knowledge roles affects knowledge diffusion, with distributions consisted of more brokers outperforming others and (b) objective reputation mechanisms outperform adaptive mechanisms. Furthermore, we find that reputation mechanisms and distribution of knowledge roles interact to influence knowledge diffusion. The study's implications for future research and practice are discussed in the light of its limitations.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Diffusion of knowledge in social media networks: effects of reputation mechanisms and distribution of knowledge roles

Havakhor¹,

Soror

Sabherwal

2016

Information Systems Journal

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show abstract

“…Informal relations between individuals augment formal relations in getting things done (Lazega and Pattison, 1999). People are also in a better position to predict and interpret how someone will behave in one context if his behaviour and attitude is known from a different context, thus reducing uncertainty (Aalbers, Dolfsma and Koppius, 2013). Individuals who are connected simultaneously in different networks will have different sources of information, one source possibly compensating another (Soda and Zaheer, 2012).…”

Section: Rich Ties In a Multiplex Networkmentioning

confidence: 99%

Rich Ties and Innovative Knowledge Transfer within a Firm

Aalbers

Dolfsma

Koppius³

2013

British J of Management

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We show that contacts in formal, informal and especially multiplex networks explain transfer of innovative knowledge in an organization. The contribution of informal contacts has been much acknowledged, while that of formal contacts did not receive much attention in the literature in recent decades. No study thus far has included both these different kinds of contacts in a firm, let alone considered their combined effect. The exact overlap between formal as well as informal contacts between individuals, forming multiplex or what we call rich ties because of their contribution, especially drives the transfer of new, innovative knowledge in a firm. Studying two cases in very different settings suggests these rich ties have a particularly strong effect on knowledge transfer in an organization, even when controlling for the strength of ties. Some of the effects on knowledge transfer in an organization previously ascribed to either the formal network or the informal network may actually be due to their combined effect in a rich tie.We would like to thank participants in seminars at

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“…Agile software development methods depend heavily on teamwork (Nerur & Balijepally, 2007) as opposed to the individual role assignment that characterizes plan-driven development (Nerur et al, 2005). Combining team members' individual knowledge and skills does not secure a creative outcome unless there is a proper team environment, where team members have the ability and the motivation to utilize their potential (Shin et al, 2012;Aalbers et al, 2013). Team-level knowledge creation activity requires members not only to produce novel ideas, but also to share them within the team, to pay attention to one another's thinking, and to create new associations that merge team members' insights into new workable solutions (Baer et al, 2010;Harrison & Rouse, 2014).…”

Section: Introductionmentioning

confidence: 99%

Social Conduct, Learning and Innovation: An Abductive Study of the Dark Side of Agile Software Development

et al. 2016

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Agile methodologies have been adopted by an increasing number of organizations to improve their responsiveness. However, few studies have empirically analysed the effect of Agile on long‐term organizational goals such as learning and innovation. Using an abductive approach, this study examines the relationships between self‐regulated teams' social conduct and their resulting learning and innovation. Results indicate that the time pressure induced by the implementation of Agile impedes team engagement in learning and innovation activities. Time pressure is affected by a set of different control strategies, more specifically concertive, belief, diagnostic and boundary controls, and these need to be adequately addressed in order to minimize the potential dark side of Agile.

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Individual connectedness in innovation networks: On the role of individual motivation

Cited by 74 publications

References 144 publications

Diffusion of knowledge in social media networks: effects of reputation mechanisms and distribution of knowledge roles

Diffusion of knowledge in social media networks: effects of reputation mechanisms and distribution of knowledge roles

Rich Ties and Innovative Knowledge Transfer within a Firm

Social Conduct, Learning and Innovation: An Abductive Study of the Dark Side of Agile Software Development

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