The effects of interaction between team climates and KMS value perception on knowledge activities: a multilevel socio-technical systems approach

Exploring the effect of team climate on knowledge management in teams through team work engagement: evidence from knowledge-intensive firms

“…In this line, authors suggested a micro level analysis of the efficacy of the shared climate, i.e. a team level of analysis (Anderson and West, 1998; Paulin and Griffin, 2016; Min et al , 2021; Xue et al , 2011). These authors stressed that teams exerted more influence on employees’ attitudes and behaviors than their respective divisions or the organizational climate and that the link between climate and team effectiveness is stronger when climate was examined at the team rather than the organizational level (Paulin and Griffin, 2016; Whitman et al , 2012).…”

“…Knowledge sharing and creation are social behaviors and are fructified within shared social contexts (Nonaka and Takeuchi, 1995). Some facets of a team climate (TC), namely, trust (Baldé et al , 2018; Zhao and Detlor, 2021), cohesion (Imam and Zaheer, 2021; Zhang et al , 2020; Zhao and Detlor, 2021) and innovativeness (Min et al , 2021), were identified as drivers of positive behaviors of team members such as knowledge sharing (Xue et al , 2011).…”

“…Even though the omnipresence of teamwork in the contemporary work, a qualitative shift to a more knowledge-based approach (Nonaka and Takeuchi, 1995) and the importance of KM in teams as a key outcome of knowledge-intensive team work that predicts teams’ innovativeness and firms’ success, this variable has not been modeled in the perspective of the JD-R model. The few existing studies on TC pointed out the positive effect of a supportive TC on team members’ attitudes and performance without considering what are the TC’s specific features related to these outcomes (Costa et al , 2014; Torrente et al , 2012) or presented fragmentary propositions through examining separately the effects of some TC’s facet on some KM activities (Baldé et al , 2018; Zhao and Detlor, 2021; Imam and Zaheer, 2021; Min et al , 2021). Although Xue et al (2011) have tried to tackle this limitation by focusing on three facets of TC, i.e.…”

“…This is important because teams are recognized as the building blocks of today’s firms (von Krogh et al , 2012). The diversity and size of many organizations provides grounds for skepticism about the extent to which shared climate perceptions are likely to form across an entire organization (Anderson and West, 1998; Min et al , 2021). A step forward has been taken toward highlighting the facets of a supportive TC, i.e.…”

How do firms create business value and dynamic capabilities by leveraging big data analytics management capability?

“…For instance, the firm hires individuals with a political background, important agents of knowledge management, as top management. [ 132 ]. Building social capital enables firms to access tangible and intangible resources vital to fostering performance [ 133 ].…”