Knowledge Sharing Through Face-to-Face Communication and Labour Productivity: Evidence from British Workplaces

Salis, Sergio; Williams, Allan M.

doi:10.2139/ssrn.1162296

Cited by 14 publications

(18 citation statements)

References 53 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…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%

Aspects of service-dominant logic and its implications for tourism management: Examples from the hotel industry

2011

View full text Add to dashboard Cite

This paper introduces the concept of service-dominant logic as a research paradigm in marketing management. It does so in the context of tourism management"s need to engage with wider debates within the mainstream management literature.Moreover it demonstrates the importance of service-dominant logic in uncovering the role played by co-production and co-creation in the tourism industry. These ideas are developed in detail through a case study of the UK hotel industry that draws on new empirical research undertaken by the authors.

show abstract

Section: Resultsmentioning

confidence: 99%

Aspects of service-dominant logic and its implications for tourism management: Examples from the hotel industry

2011

View full text Add to dashboard Cite

show abstract

“…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%

Is the Union Employment Suppression Effect Diminishing? Further Evidence from Canada

Walsworth

Long

2012

View full text Add to dashboard Cite

Résumé de l'article RésuméQue les syndicats aient contribué à supprimer la croissance de l'emploi dans les entreprises où ils étaient présents s'est révélée une observation tellement omniprésente qu'on a surnommé ce phénomène « la constante » dans la recherche en relations industrielles (Addison et Belfield, 2004). Toutefois, tous les résultats empiriques sur lesquels cette conclusion repose découlent de données colligées en 1998 ou avant, tandis que les résultats pour le Canada (Long, 1993) remontent à plus de vingt-cinq ans. Tenant compte de cela, Walsworth (2010a) a utilisé les données de l'enquête de Statistique Canada sur le milieu de travail et les employés (EMTE) couvrant la période 1999-2005 pour étudier la plus récente ampleur de l'effet de suppression d'emplois au Canada. L'auteur a observé, comparativement aux résultats obtenus par Long (1993), que l'effet de la baisse de l'emploi syndiqué avait apparemment ralenti. Nous notons toutefois que l'analyse de Walsworth (2010a) n'est pas comparable à celle menée par Long (1993) à plusieurs égards. Par exemple, Walsworth (2010a) ne ventile pas son analyse selon la taille des établissements, ni selon le secteur industriel. De plus, il n'a pas cherché à expliquer les raisons du ralentissement possible de l'effet de baisse de l'emploi syndiqué, une lacune que nous cherchons à combler en examinant deux facteurs potentiellement associés à un tel ralentissement, soit la croissance des gains d'emploi et l'avantage salarial des travailleurs syndiqués.Pour ce faire, nous avons analysé les données de l'EMTE couvrant la période et, comme Long (1993, nous avons observé d'importantes différences lorsque nous avons ventilé nos données pour fins d'analyse selon la taille des établissements, l'effet de la baisse de l'emploi syndiqué apparaissant dans les grands établissements manufacturiers mais pas dans les plus petits. Toutefois, contrairement à Long (2003), nous avons observé d'importantes différences entre le secteur manufacturier et celui des services avec l'absence d'un effet de baisse d'emploi syndiqué parmi les grands établissements de service, et un effet syndical significativement positif sur la croissance de l'emploi dans les établissements de service de plus petite taille -la première observation d'un effet positif de croissance de l'emploi syndiqué dans quelque contexte que ce soit. Notre analyse suggère qu'un déclin de l'avantage salarial des syndiqués peut avoir joué un rôle dans ces résultats. . to facilitate comparability with earlier canadian results, we segment our analysis by industrial sector and establishment size, and find that unions suppress employment growth only in larger manufacturing establishments, and actually seem to promote employment growth among smaller service sector establishments. these results differ substantially from results found twenty-one years previously. We extend previous analysis by examining whether a declining union wage premium may have played a role in these results, and find suggestive evidence for such a contention.

show abstract

“…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%

“…Managing employees' career growth and managing staff leaving the employment Employees' career management is linked to utilizing an internal recruitment process, as mentioned, for example, by Salis and Williams (2009). A correctly set system managing employees' career growth, but most of all putting in place a system for substitution and succession, can reduce the risk of losing knowledge while supporting the spread of knowledge within an organization (Cabrera and Cabrera, 2005).…”

Section: Training and Staff Developmentmentioning

confidence: 99%

See 1 more Smart Citation

Human resource management practices stimulating knowledge sharing

Matošková

Směšná

2017

Management &Amp; Marketing

View full text Add to dashboard Cite

show abstract

Knowledge Sharing Through Face-to-Face Communication and Labour Productivity: Evidence from British Workplaces

Cited by 14 publications

References 53 publications

Aspects of service-dominant logic and its implications for tourism management: Examples from the hotel industry

Aspects of service-dominant logic and its implications for tourism management: Examples from the hotel industry

Is the Union Employment Suppression Effect Diminishing? Further Evidence from Canada

Human resource management practices stimulating knowledge sharing

Contact Info

Product

Resources

About