Knowledge Sharing through Face‐to‐Face Communication and Labour Productivity: Evidence from British Workplaces

Salis, Sergio; Williams, Allan M.

doi:10.1111/j.1467-8543.2009.00762.x

Cited by 34 publications

(7 citation statements)

References 45 publications

(77 reference statements)

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“…Labor productivity. Drawing on prior research (Salis & Williams, 2010), we measure labor productivity as the logarithm of firm's value added, divided by the number of employees. Value added was measured in 2008 and is recorded in the ESANE database; the number of employees is obtained from the COI database.…”

Section: Methodsmentioning

confidence: 99%

Organizational Configurations for Sustainability and Employee Productivity: A Qualitative Comparative Analysis Approach

Delmas

Peković

2017

Business & Society

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We propose a model that identifies the configurations of relations between environmental practices and other management practices that can improve employee performance, measured as labor productivity. To test our model, we use the qualitative comparative analysis (QCA) methodology, which allows us to demonstrate empirically how different configurations of management practices, including environmental practices, quality management systems, teamwork, and interorganizational relations, contribute to work systems in ways that increase labor productivity. Our results, based on data from 4,975 employees from 1,866 firms, show that environmental practices are associated with higher labor productivity only when they are combined with other management practices.

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Section: Methodsmentioning

confidence: 99%

Organizational Configurations for Sustainability and Employee Productivity: A Qualitative Comparative Analysis Approach

Delmas

Peković

2017

Business & Society

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“…This method aids workers in responding fast, making choices, and coming up with innovative ideas and solutions to increase client happiness (Haas and Hansen, 2007;Feng et al, 2005;Olander et al, 2016;Martinkenaite, 2011). Salis and Williams (2010) prove that applying human resource management practices to share knowledge can increase employee productivity. Internal and external information exchange has a considerable positive impact on work productivity, as demonstrated by Aboelmaged (2018).…”

Section: Affective Knowledge Sharing and Knowledge-worker Productivitymentioning

confidence: 99%

“…Work structure, task division, organizational decision-making, clarity of job descriptions, collaboration, information-sharing activities, delays and hold-ups, and the ability to influence one's work are all variables in the work process that affect knowledge workers' productivity (Antikainen and Lonnqvist, 2006). Salis and Williams (2010) prove that applying human resource management practices to share knowledge can increase employee productivity. Supporting this, Aboelmaged (2018) also proves that sharing internal and external knowledge impacts work productivity significantly.…”

Section: Introductionmentioning

confidence: 99%

Increase employee knowledge productivity through knowledge sharing and knowledge adaptability

Noermijati,

Firdaus,

Kurniawati

et al. 2023

R. G. Secr.

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Given the expectations placed on workers' productivity at work, flexibility is a critical skill that all employees should possess. In this research, adaptability is a significant issue. In order to better understand how information sharing affects knowledge productivity among employees of Indonesian defense equipment companies, this study will look at how adaptability mediates that effect. With respect to 389 employees of Indonesian defense equipment businesses, this study aims to investigate this impact. The WarpPLS.7.0 program's Partial Least Square (PLS) analysis tool is used in the research data analysis approach together with descriptive statistical analysis. In this initial study, information sharing is looked at in relation to knowledge management, which directly impacts knowledge productivity. A mediating and moderating variable for the effect in this study is adaptability.

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“…Several studies, indeed, have highlighted the importance of in-person interactions for physical, psychological and social wellbeing [14][15][16][17]. In particular, observational, interviewbased and questionnaire-based studies have found that in workplaces face-to-face interactions are associated with increased trust and improved communication among employees, efficient problem solving and a positive effect on the overall organization knowledge diffusion, innovation ability and performance [18][19][20][21]. Similar results have been also found using wearable sensors to study face-to-face interactions and their effect on productivity, performance and complex tasks' completion [22][23][24].…”

Section: Introductionmentioning

confidence: 99%

Temporal clustering of social interactions trades-off disease spreading and knowledge diffusion

Cencetti,

Lucchini,

Santin

et al. 2024

J. R. Soc. Interface.

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Non-pharmaceutical measures such as preventive quarantines, remote working, school and workplace closures, lockdowns, etc. have shown effectiveness from an epidemic control perspective; however, they have also significant negative consequences on social life and relationships, work routines and community engagement. In particular, complex ideas, work and school collaborations, innovative discoveries and resilient norms formation and maintenance, which often require face-to-face interactions of two or more parties to be developed and synergically coordinated, are particularly affected. In this study, we propose an alternative hybrid solution that balances the slowdown of epidemic diffusion with the preservation of face-to-face interactions, that we test simulating a disease and a knowledge spreading simultaneously on a network of contacts. Our approach involves a two-step partitioning of the population. First, we tune the level of node clustering, creating ‘social bubbles’ with increased contacts within each bubble and fewer outside, while maintaining the average number of contacts in each network. Second, we tune the level of temporal clustering by pairing, for a certain time interval, nodes from specific social bubbles. Our results demonstrate that a hybrid approach can achieve better trade-offs between epidemic control and complex knowledge diffusion. The versatility of our model enables tuning and refining clustering levels to optimally achieve the desired trade-off, based on the potentially changing characteristics of a disease or knowledge diffusion process.

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Knowledge Sharing through Face‐to‐Face Communication and Labour Productivity: Evidence from British Workplaces

Cited by 34 publications

References 45 publications

Organizational Configurations for Sustainability and Employee Productivity: A Qualitative Comparative Analysis Approach

Organizational Configurations for Sustainability and Employee Productivity: A Qualitative Comparative Analysis Approach

Increase employee knowledge productivity through knowledge sharing and knowledge adaptability

Temporal clustering of social interactions trades-off disease spreading and knowledge diffusion

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