The influence of learning behaviour on team adaptability

Abstract

Multiple contexts shape team activities and how they learn, and group learning is a dynamic construct that reflects a repertoire of potential behaviour. The purpose of this developmental paper is to examine how better learning behaviours in semi-autonomous teams improves the level of team adaptability and performance. The discussion suggests that learning behaviour enables the team to better respond to critical uncertain contexts which in turn improves team adaptability. The overriding theme of the paper is that better team adaptability leads to higher team performance; learning behaviour provides the means by which teams and their members are more adaptable in responding to different contexts. The paper develops a number of hypotheses. The need to understand the link between multiple uncertainty contexts, team adaptability and team learning is important in improving team performance indicating a significant research gap.

Knowledge Management Practices and the Focus on the Individual

“…KM effectiveness is determined by its implementation at work where individuals' participation is of paramount importance (Rechberg & Syed, 2012;von Krogh et al, 2000), since individual performance will, directly or indirectly affect that of the organisation (Jennex & Olfman, 2004). Treating individuals as an inorganic tool, not taking into account their motivations and aspirations, may limit the efficacy of KM in organisations, as learning begins with the individual (Cao & Xiang, 2012;Murray, Millet & Syed, 2011). Integrating how individuals process knowledge may have a positive effect on organisational performance (Muhammed, Doll, & Deng, 2011;Song & Chermack, 2008).…”

“…Since the 1990s, several industrialised countries, such as Germany, Japan, Switzerland, the United Kingdom and the United States, have developed into 'knowledge societies' where knowledge in its various forms is treated as the prime source of economic power (Campbell et al, 2012;Drucker, 1993). To manage knowledge effectively, organisations seek to adjust their core business strategies (Erickson & Rothberg, 2011;Murray, Millet & Syed, 2011). However, the costs of KM interventions exceed their benefits, and knowledge remains under-utilised in many organisations (EIU, 2007;Sveiby, 2007).…”