Teleworker knowledge sharing and the role of altered relational and technological interactions

Abstract

SummaryGiven the growing importance and complexities of telework and the challenges associated with knowledge sharing, in this study we investigate teleworkers and their propensity to share knowledge. We do so by investigating if the relational qualities of teleworkers in the form of trust, interpersonal bond, and commitment, act to impact teleworker knowledge sharing. We also investigate how telework's altered spatial and technical interactions shape knowledge sharing, by testing the contingent role of technology support, face-to-face interactions, and electronic tool use. Results using matched data from 226 teleworkers support the role of teleworker trust, interpersonal bond, and commitment in predicting knowledge sharing. Moreover, the impact of trust on knowledge sharing is found to be moderated by technology support, face-to-face interactions, and use of electronic tools, whereas the impact of commitment is contingent upon the use of electronic tools.

Corporate Language Proficiency and Reverse Knowledge Transfer in Multinational Corporations: Interactive Effects of Communication Media Richness and Commitment to Headquarters

“…In addition, research in domestic settings suggests that HCN employees' media usage in reverse knowledge transfer can be contingent on motivation-related factors (Golden and Raghuram, 2010;Koo et al, 2011;Wu and Li, 2007). For example, a study with 280 employees in Korea suggests that organizational knowledge transfer is more likely to occur through rich media when social affinity (feeling of connectedness between the source and recipient) is high (Koo et al, 2011).…”

“…These assignments, in turn, are shown to facilitate knowledge flows within the MNC global network (Reiche et al, 2009). Fourth, because employees with low corporate language proficiency are likely to refrain from transferring knowledge, I recommend strong top leadership with regard to language proficiency (Govindarajan and Gupta, 2001). For example, the former CEO of Asean Brown Boveri (ABB), Göran Lindahl, emphasized that official corporate language at ABB was "poor English" to make the point that "no one should be embarrassed to forward an idea because of the lack of perfection in English" (Govindarajan and Gupta, 2001: 68).…”

Alternative Work Arrangements: Two Images of the New World of Work

“…Remote workers can feel lonely (Allen et al 2015, Bloom et al 2015, Callier 2012) and less engaged (e.g., Sardeshmukh et al 2012). And as more employees work remotely, there is less face time, reduced potential for work community/relationships in the traditional workplace (Golden 2007, Rockman & Pratt 2015, and reduced knowledge sharing (Golden & Raghuram 2010), although this can be partially offset by good technology support and more face-to-face interactions, especially for new employees (Allen et al 2015). Some remote workers experience fewer opportunities for development and promotion (Kelliher & Anderson 2008).…”

Disrupted work: home‐based teleworking (HbTW) in the aftermath of a natural disaster

“…Reflecting on this, Wheatley (2012) reminds us that HbTW is 'ambiguous'. Professional and personal isolation, limited team interaction, and low organisational visibility are among the challenges that workers and organisations face when working remotely (Golden and Raghuram, 2010;Taskin and Birdoux, 2010). Research by Van Dyne et al (2007) shows that face-to-face time among workers reduces with flexible forms of work, thereby limiting opportunities for coordinated work effort and intergroup communication.…”

“…Reflecting on this, Wheatley () reminds us that HbTW is ‘ambiguous’. Professional and personal isolation, limited team interaction, and low organisational visibility are among the challenges that workers and organisations face when working remotely (Golden and Raghuram, ; Taskin and Birdoux, ). Research by Van Dyne et al .…”