Team attributes and performance of operational service teams: An empirical taxonomy development

Lee, Peter K.C.; To, Wai Ming; Yu, Billy T.W.

doi:10.1016/j.ijpe.2012.05.005

Cited by 17 publications

(19 citation statements)

References 66 publications

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“…The groups develop, over time, a common identity, sharing language and culture, making them cohesive (Brown;Duguid, 2001). This state of cohesion and common identity, along with the characteristics of complementary conceptual, management and human skills present in groups, facilitate interaction and exchange of knowledge, as well as the development of activities aiming at problem solving and improvement (Lee et al, 2013;Huang, 2009).…”

Section: Discussionmentioning

confidence: 99%

“…However, for the group to become a system, group members need to develop a state of mutual trust, a shared mental model, a shared identity and a cohesion state (Huang, 2009;Lee et al, 2013). Without these characteristics, the groups are collections of individuals (Okhuysen and Eisenhardt, 2002).…”

Section: Work Teamsmentioning

confidence: 99%

“…The creation of knowledge depends on a work context in which there is communication, collaboration and connection between individuals (Huang, 2009;Lee, 2013;Liebowitz et al, 2007). All knowledge is originated from the thought that surrounds a group (Brown and Duguid, 2001).…”

Section: Dynamic Capabilitymentioning

confidence: 99%

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Knowledge Management: an Analysis From the Organizational Development

Gonzalez

Martins

2014

Journal of Technology Management & Innovation

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This research develops a theoretical framework on the implications of the organizational characteristics on the knowledge management (KM). The organizational characteristics are handled in this work as constructs, as they are complex concepts. This paper is based on a theoretical research, considering original and classic articles on KM. From a broad theoreticalconceptual research, the paper presents as a result five organizational constructs that support the KM process: human resources, team work, organizational culture, organizational structure and development and absorption of knowledge. The article presents the implications of these constructs in relation to the four phases of the KM process (acquisition, storage, distribution and use of knowledge).

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Section: Discussionmentioning

confidence: 99%

Section: Work Teamsmentioning

confidence: 99%

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Knowledge Management: an Analysis From the Organizational Development

Gonzalez

Martins

2014

Journal of Technology Management & Innovation

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“…In this context, knowledge management (KM) has become one of the most influential models in the field of Managerial Sciences. Recent surveys show that KM influences the performance of firms as it offers an effective framework for implementing innovation strategies (Moustaghfir & Schiuma, 2013;Lee et al, 2013;Lin, 2014).…”

Section: Introductionmentioning

confidence: 99%

“…A large number of research aims to relate the generic processes of KM such as creation, retention, distribution and use of knowledge to the firm's innovative or financial performance (Chen et al, 2010;Lee et al, 2013). It is noted in the literature that little attention has been given to the impact of the contextual factors of the organization that support the firm's KM process and innovation.…”

Section: Introductionmentioning

confidence: 99%

Inovação por exploração e explotação do conhecimento: um estudo empírico do setor automobilístico

Gonzalez

Melo

2017

Gest. Prod.

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Palavras-chave: Exploração do conhecimento; Explotação do conhecimento; Gestão do conhecimento; Inovação; Indústria automobilística.Abstract: In face of dynamic environment, such as the automotive sector, organizations are challenged to establish strategic flexibility through innovations, which require knowledge exploration and exploitation. Previous studies point out that the combination of knowledge exploration and exploitation is the ideal strategy for innovation since it will lead organizations to access new technologies and refine and improve the dominant technology through the exploitation of primary knowledge. Most studies on the subject focus their contributions on analyzing the impact of knowledge management initiatives and the knowledge exploration and exploitation on the company's innovative and financial performance; however, few studies have investigated the organizational factors that sustain the knowledge exploration and exploitation. The research results show that the processes of exploration and exploitation are impacted differently by five contextual factors considered in this research (human resource management, collaborative leadership, learning culture, autonomy and information technology (IT) systems). While exploration is most impacted by a learning culture, autonomy and IT systems, exploitation is closer related to collaborative leadership and learning culture.

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