团队知识差异化和创新 : 显性和隐性知识的共享是否会増强团人队创新?

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团队知识差异化和创新 : 显性和隐性知识的共享是否会増强团人队创新?

 

Author: 王晓云
Wang, Xiaoyun
Title: 团队知识差异化和创新 : 显性和隐性知识的共享是否会増强团人队创新?
Tuan dui zhi shi cha yi hua he chuang xin : xian xing he yin xing zhi shi de gong xiang shi fou hui zeng qiang tuan ren dui chuang xin?
Team knowledge diversity and creativity : does share of explicit and tacit knowledge promote team innovation?
Degree: D.Mgt.
Year: 2010
Subject: Hong Kong Polytechnic University -- Dissertations
Teams in the workplace
Knowledge management
Department: Graduate School of Business
Pages: x, 125 p. : charts ; 30 cm.
InnoPac Record: http://library.polyu.edu.hk/record=b2404775
URI: http://theses.lib.polyu.edu.hk/handle/200/6001
Abstract: The key competitive advantage of modern enterprises lies their abilities to innovate. Heterogeneous project teams have thus become the main source of business innovation. Teams as "information processor" can integrate different knowledge, ideas, and perspectives, make high-quality judgments, and attain innovation. However, there are studies showing that team diversity does not gurantee innovation and may even stifle innovation. Then the questions become: Is diversity really conducive for team innovation? And under what conditions can diversity facilaite team innovation? Drawing on the lens of knowledge sharing, this research investigates how distinct types of knowledge sharing (i.e., explict knowledge sharing and tacit knowledge sharing) differentially moderate the relationship between team diversity and team innovation. This study also examines the role of team absorptive capacity in channeling the interaction effects between team diversity and knowledge sharing on team innovation. We conducted a detailed literature review, covering such areas innovation, team diversity, knowledge sharing, and absorptive capacity. We expand and enrich "the value of diversity" concept by proposing our research hypotheses and research framework. We couducted a field study by collecting survey data from members of 121 teams in the research institutes of China Mobile, China Unicom Design Institute, and Shanghai Bell Alcatel. We then tested the data using SPSS to empirically verify the proposed hypothese. Our results inform the following two major findings: (1) Tacit knowledge sharing among team members positively moderates the relatioship between team knowledge diversity and team absorptive capacity. (2) Team absorptive capacity mediates the interaction effect between team knowledge diversity and tacit knowledge sharing on team innovation. This study bears important implications for both theory and practice. For theory, this research contributes to the literature by identifying (a) the differential moderating effects of tacit knowledge shring and explicit knowledge sharing on the link between team diversity and team innovation and (b) the mediating role of team absorptive capacity. For practice, the results of this study offer useful insghts for structuring R&D teams, managing personnel with different expertises, and fostering the proper types of knowledge sharing mechanisms for attining team innovation.

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