Influences On Knowledge processes In Organizational Learning: The Psychosocial Filter

Abstract

This paper reports a segment of broader theory-building case study research exploring organizational learning and knowledge processes in a bio-medical consortium. Its focus is the individual-level factors that influence knowledge processes associated with organizational learning. As we explored how organizational learning occurred, the underlying knowledge processes came forward as complex and idiosyncratic. In an unanticipated finding, micro-processes emerged as highly influential, with individual perceptions of approachability, credibility and trustworthiness mediating knowledge importing and knowledge sharing activities. We introduce a model -the psychosocial filter -to describe the cluster of micro-processes that were brought forward in the study. Firstly, scientists filtered knowledge importing by deciding whom they would approach for information and from whom they would accept input. The individual's confidence to initiate information requests (which we termed social confidence) and the perceived credibility of knowledge suppliers both mediated knowledge importing. Secondly, scientists mediated knowledge sharing by actively deciding with whom they would share their own knowledge. Perceived trustworthiness -based on perceptions of what colleagues were likely to do with sensitive information -was the factor that influenced knowledge-sharing decisions. Significantly, the psychosocial filter seemed to constitute a heedful process with high functionality. Its effect was not to block knowledge circulation, but instead to ensure that knowledge-sharing decisions were made in a thoughtful and deliberate way. The psychosocial filter suggests an initial framework for conceptualizing the role that individual-level processes play in organizational knowledge sharing. Building on this, the model provides a platform for more focused exploration of knowledge processes and social relationships in organizational learning. Organizational learning is now accepted as a central, rather than peripheral organizational variable, with its competitive value widely recognized (Dodgson, 1993;

The Strength of Weak Ties You Can Trust: The Mediating Role of Trust in Effective Knowledge Transfer.

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“…When trust levels are higher, people are more willing to give useful knowledge (Andrews & Delahay, 2000;Penley & Hawkins, 1985;Tsai & Ghoshal, 1998;Zand, 1972) and also more willing to listen to and absorb it (Levin, 1999;Mayer et al, 1995;Srinivas, 2000). Trust also makes knowledge transfer less costly (Currall & Judge, 1995;Zaheer, McEvily, & Perrone, 1998).…”

The relationships among information systems, knowledge sharing, and customer relationship management in banking industry

“…Some researchers have examined strategic factors such as leadership and the organizational culture that motivates employees to share knowledge (Druskat and Wheeler, 2003). Moreover, other researchers have focused on individuals' beliefs, attitudes, and behaviours in knowledge sharing, but little empirical research has examined technology as a mechanism to foster knowledge sharing in organizations (Andrews and Delahaye, 2000). Technology is also a valuable means to fill the gaps of space and time that foster collaborative work and enable the knowledge transfer process (Robert, 2000).…”

“…There are many factors that influence the knowledge sharing behaviours of employees. Some researchers have focused on individuals' beliefs, attitudes, and behaviours in knowledge sharing but little empirical research has so far examined technology as a mechanism to foster knowledge sharing in organizations (Andrews and Delahaye, 2000). Coltman, Devinney and Midgley (2011) pointed out that the effects of IT investment and firm performance can be either negative or positive.…”

Global talent management and inpatriate social capital building: a status inconsistency perspective

“…It includes the key M. Moeller et al 8 998 underlying normative conditions of trust, acceptability, and ethics that guide actors' network relations (Adler & Kwon, 2002;Nahapiet & Ghoshal, 1998). Trust in particular, has been found to be the main element of relational social capital as it strengthens the relationship between the individual and her/his contact ties (Reiche, 2012) and also facilitates the sharing of strategic and tacit knowledge (Andrews & Delahaye, 2000). Likewise, Borgatti and Cross (2003) argue that trusting social relationships with other organizational members enable international assignees to learn from their HQ's colleagues.…”