Enabling Knowledge Sharing in Agile Virtual Teams

2016 ◽  
Author(s):  
Nils Brede Moe ◽  
Tor Erlend Faegri ◽  
Daniela S. Cruzes ◽  
Jan Edvard Faugstad
Keyword(s):  
Knowledge Sharing ◽  
Virtual Teams

Re-Examining Trust Development and Knowledge Sharing in Virtual Teams

2011 ◽  
pp. 82-97 ◽  
Author(s):  
Su Jin Son ◽  
Eun Jee Kim
Keyword(s):  
Knowledge Sharing ◽  
Virtual Teams ◽  
Process Model ◽  
Team Member ◽  
Trust Development ◽  
Global Companies ◽  
Stage Process

It is crucial to effectively identify and leverage organizational team member knowledge. As virtual teams are becoming increasingly common in global companies, knowledge sharing in virtual teams is gaining attention among practitioners and scholars. In particular, the role of trust in effective knowledge sharing has been emphasized among scholars. However, there have been few attempts to integrate trust and knowledge sharing behaviors in virtual teams. Therefore, the purpose of this chapter is to present the integrative perspective of knowledge sharing and trust in virtual teams. The authors thoroughly explore the existing literature on different approaches to trust and the knowledge sharing process and then introduce an integrative three-stage process model of trust and knowledge sharing in virtual teams.

Using Social Networking Analysis to Facilitate Knowledge Sharing in the British Council

2009 ◽  
pp. 1905-1914
Author(s):  
Bonnie Wai-yi Cheuk
Keyword(s):  
Knowledge Management ◽  
Social Networking ◽  
Knowledge Sharing ◽  
Virtual Teams ◽  
Global Leadership ◽  
Shared Knowledge ◽  
Global Databases ◽  
Communication Practice ◽  
British Council ◽  
Km Strategy

Prior to the establishment of the Knowledge Management (KM) strategy, the British Council defined knowledge as objects. Knowledge sharing was about sharing documents and information on the intranet or via global databases. Since December 2002, Dervin’s Sense-Making Methodology has been applied to manage knowledge. Knowledge is seen not as a product that can be transferred from one colleague to another but as a communication practice. This means that shared knowledge has to be interpreted and made sense of by its recipients through genuine dialogue. During this phase of KM implementation, the focus shifted to linking up colleagues and providing space for dialogue through building global communities of practice and virtual teams. This article presents an example of how we have used the theory of Social Networking Analysis as a diagnostic tool to promote knowledge sharing among our newly formed 30-people global leadership team. The three steps we have taken to carry out the exercise and its limitations also are discussed.

Leading Firms as Knowledge Gatekeepers in a Networked Environment

2008 ◽  
pp. 260-281 ◽  
Author(s):  
Deogratias Harorimana
Keyword(s):  
Knowledge Sharing ◽  
Doctoral Students ◽  
Virtual Teams ◽  
Large Firm ◽  
Competitive Environment ◽  
Industrial Districts ◽  
Sociocultural Context ◽  
Knowledge Based ◽  
Knowledge Based Economy

This chapter introduces the role of the knowledge gatekeeper as a mechanism by which knowledge is created and transferred in a networked environment. Knowledge creation and transfer are essential for building a knowledge-based economy. The chapter considers obstacles that inhibit this process and argues that leading firms create a shared sociocultural context that enables the condivision of tacit meanings and codification of knowledge. Leading firms act as gatekeepers of knowledge through the creation of shared virtual platforms. There will be a leading firm that connects several networks of clients and suppliers who may not interact directly with one another, but are, indeed, connected indirectly though the leading firm that acts as a gatekeeper. The chapter argues that a large firm connecting several clients and suppliers at the multinational level represents a gatekeeper, but even individuals and focal firms in industrial districts can be gatekeepers. The author hopes that, through this discussion, academics, researchers, and doctoral students will have a comprehensive theoretical and practical basis on which to study the role of leading firms in building innovations and virtual teams of knowledge sharing in a highly networked and competitive environment.

Narrating Your Work: an approach to supporting knowledge sharing in virtual teams

2015 ◽  
Vol 13 (4) ◽  
pp. 391-400 ◽  
Author(s):  
Anoush Margaryan ◽  
Eleni Boursinou ◽  
Dane Lukic ◽  
Hans de Zwart
Keyword(s):  
Knowledge Sharing ◽  
Virtual Teams

The mediating effect of knowledge sharing on the relationship between trust and virtual team effectiveness

2014 ◽  
Vol 18 (1) ◽  
pp. 92-106 ◽  
Author(s):  
Faizuniah Pangil ◽  
Joon Moi Chan
Keyword(s):  
Knowledge Sharing ◽  
Virtual Teams ◽  
Team Effectiveness ◽  
Virtual Team ◽  
Cross Sectional Study ◽  
Mediating Effect ◽  
Cross Sectional ◽  
Content Type ◽  
Different Types ◽  
The Relationship

Purpose – The limited proximal communication between virtual team members can create a lack of trust among members which can significantly reduce the effectiveness of these teams. Hence, this study was conducted to examine the relationship between trust and virtual team effectiveness by looking into the mediating effect of knowledge sharing. Design/methodology/approach – This is a cross-sectional study conducted in a multinational company in Malaysia. Questionnaires were distributed to individuals working in a virtual environment. The questionnaire required the respondents to answer questions regarding three different types of trust (i.e. personality-based trust, institutional-based trust and cognitive-based trust), their knowledge sharing behavior, and their evaluation of the effectiveness of the virtual teams that they are involved with. Findings – Results of hierarchical regression analysis indicated that knowledge sharing and all the three types of trust are significantly related to virtual team effectiveness. However, only personality-based trust and institutional-based trust are significantly related to knowledge sharing, but knowledge sharing only partially mediates the relationship between these two types of trust and team effectiveness. Research limitations/implications – The population of this study are virtual teams working for an organization, hence the generalizability of the findings to other settings is unknown. Originality/value – Trust has been founded to be a significant predictor of virtual team effectiveness. However, this paper shows the effect of different types of trust and the role of knowledge sharing in mediating the relationship between trust and virtual team effectiveness.

Knowledge-Sharing in Cross-Functional Virtual Teams

2008 ◽  
Vol 34 (2) ◽  
pp. 21-37 ◽  
Author(s):  
Jacky F. L Hong ◽  
Sara Vai
Keyword(s):  
Knowledge Sharing ◽  
Virtual Teams
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