2008
DOI: 10.2139/ssrn.1162296
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Knowledge Sharing Through Face-to-Face Communication and Labour Productivity: Evidence from British Workplaces

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Cited by 14 publications
(18 citation statements)
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“…Fourthly, in what ways are different forms of producer-consumer co-production selective in terms of the guests who are engaged in this process, and are there significant differences in their effectiveness. Beyond this, there is also a need for research on other aspects of S-D Logic, both further along the value chain, and in terms of the engagement of employees in knowledge sharing via different means (Salis and Williams 2010).…”
Section: Resultsmentioning
confidence: 99%
“…Fourthly, in what ways are different forms of producer-consumer co-production selective in terms of the guests who are engaged in this process, and are there significant differences in their effectiveness. Beyond this, there is also a need for research on other aspects of S-D Logic, both further along the value chain, and in terms of the engagement of employees in knowledge sharing via different means (Salis and Williams 2010).…”
Section: Resultsmentioning
confidence: 99%
“…On that note, a recent British study by Salis and Williams (2010) identifies the use of workplace practices that encourage worker interaction as having a positive effect on labour productivity. Similarly this journal recently published a Canadian study where unions were found to have a significant positive impact (albeit small in magnitude) on a firm's likelihood of product innovation (Walsworth, 2010b).…”
Section: Discussionmentioning
confidence: 99%
“…The final part of managing the work performance process, performance appraisals, coupled with the setting of evaluation criteria is often highlighted in relation to knowledge sharing (Salis and Williams, 2009;Yahya and Goh, 2002). Fong et al (2011) explain that performance appraisal is defined as a formal system of review and evaluation of individual or team task performance.…”
Section: Managing Employees' Performance and Performance Appraisalsmentioning
confidence: 99%
“…Similarly, company results can be reflected in employees' rewards (Cabrera and Cabrera, 2005;Collins and Smith, 2006;Gagné, 2009;Salis and Williams, 2009). As individual rewards might lead to excessive competition amongst employees (Cabrera and Cabrera, 2005;Laursen and Mahnke, 2001) and reduce knowledge sharing in the organization (Fong et al, 2011;López et al, 2006), team compensations could focus employee motivation on group and organizational performance indicators (Camelo-Ordaz et al, 2011;Collins and Smith, 2006;Pastor et al, 2010).…”
Section: Setting a Compensation And Reward Systemmentioning
confidence: 99%
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