Team-related factors influencing intra-team knowledge sharing in knowledge-intensive businesses

Abstract

In today’s knowledge-driven economy, knowledge is regarded as possibly the most important factor of production next to labour, land and capital. Knowledge is the lifeblood of a business and therefore crucial for its survival in today’s constantly changing and competitive economic environment. In fact, effective knowledge management holds many benefits for an organisation, such as increased productivity and enhanced business performance. Knowledge management is therefore key to ensure business success. In the knowledge management process, knowledge-sharing is typically recognised as the most important activity. Knowledge that is not shared, in particular tacit knowledge residing in the minds of individuals and accrued over time, loses its value. Notably, team knowledge-sharing is of utmost importance in that it enables a team to resolve practical issues more successfully, given that knowledge is shared among team members that hold various kinds of specialised and unique expertise. Organisations increasingly organise their specialised knowledge-intensive work around projects that consist of allocated members who cooperate on a regular basis to accomplish specific goals before a set deadline. However, without knowledge-sharing among team members, the diverse knowledge of various members cannot be optimally utilised to the benefit of the team and the organisation. Although it is well documented that knowledge-sharing among team members, in particular knowledge-intensive teams, may hold various advantages for teams and organisations in terms of their performance and competitive advantage, researchers also acknowledge that individuals are sometimes reluctant to share their knowledge. Moreover, there is a lack of empirical research on the team-related factors influencing intra-team knowledge-sharing, and a subsequent lack of guidance in terms of encouraging intra-team knowledge-sharing behaviour. Notably, the lack of current systematic, integrated research, that pay particular attention to the team-related factors influencing the knowledge-sharing behaviour within a team is problematic. This lack of research calls for further empirical research to better understand the teamrelated factors influencing intra-team knowledge-sharing behaviour in knowledgeintensive teams. As such, the main research objective of this study was to identify and empirically examine selected team-related factors influencing the intra-team knowledge-sharing behaviour of individual members participating in knowledgeintensive teams in knowledge-intensive businesses. Based on an extensive literature review, the following team-related factors influencing knowledge-sharing in a team context were identified and hypothesised to have a relationship with the dependent variable Intra-team knowledge-sharing behaviour. These factors, which also served as the independent variables in this study, are: Team development competition, Team hyper-competition, Team psychological safety, Perceived surface-level diversity, Perceived deep-level diversity, Team identification, Metacognitive cultural intelligence, Cognitive cultural intelligence, Motivational cultural intelligence, Behavioural cultural intelligence, Affective team commitment, Continuance team commitment and Normative team commitment. Following the construction of the proposed hypothesised model, the researcher proceeded to develop a research design that would be suitable to address the research questions. For the purpose of this study, a positivist research philosophy and deductive approach to theory building were adopted, which is in line with the quantitative nature of this study. In addition, a survey research strategy was used and the study was cross-sectional in nature. The measuring instrument, which was in the form of a self-administered online questionnaire, was subjected to a pilot study. Minor adjustments were made to the questionnaire before an electronic link to the final version, accompanied by a cover letter, was e-mailed to 8 496 potential respondents. These potential respondents, who were identified using a convenience sampling technique, were likely to participate in knowledge-intensive teams and be representative of the population. A total of 384 usable responses were received. Following the data collection, the data were analysed to examine the proposed relationships as depicted in the hypothesised model. To address possible multicollinearity concerns associated with different variables that belong to a shared category, such variables were first combined into a single hierarchical variable. Thereafter, a confirmatory factor analysis (CFA) was performed on each factor that confirmed the factor structures by using various goodness-of-fit indices. Subsequent to the CFAs, the validity and reliability of the measuring instrument was assessed. The reliability of the measuring instrument was evaluated using Cronbach’s alpha coefficients, while the assessment of validity involved calculations of the average variance extracted (AVE) estimates and squared correlations between constructs. Based on the results of the reliability and validity assessments, the hypothesised model was revised accordingly. The revised model included Team development competition, Team psychological safety, Cultural intelligence, Team commitment and Perceived deep-level diversity as the independent variables influencing Intra-team knowledge-sharing behaviour. Descriptive statistics and correlation results were presented on the constructs in the revised hypothesised model, while a structural equation modelling (SEM) analysis was the main statistical technique used to test the significance of the relationships between the dependent and the independent variables. The relationships between selected demographic variables and Intra-team knowledge-sharing behaviour were assessed by means of general linear modelling (GLM), a subset of SEM. In light of these analyses, it was concluded that Team psychological safety, Team development competition, Cultural intelligence and Age have a significant influence on Intra-team knowledge-sharing behaviour and could thus be seen as predictors or determinants thereof. Of all the significant relationships identified in this study, Team psychological safety had the strongest effect on Intra-team knowledge-sharing behaviour. One should, however, not lose sight of the impact that competition and cultural intelligence could have on the knowledge-sharing behaviour of individual members participating in knowledge-intensive teams. This study contributes to the body of knowledge-sharing research in general, but also to knowledge-sharing behaviour in a team context in particular. Besides the theoretical contributions, this study makes several practical recommendations to knowledgeintensive businesses on how to manage the team-related factors influencing the Intrateam knowledge-sharing behaviour of individual members participating in knowledgeintensive teams. These recommendations could possibly enhance the competitive advantage of knowledge-intensive businesses.Thesis (PhD) -- Faculty of Business and Economic Sciences, 202