東華大學圖書館 |

Language: English

Help

回圖書館首頁

手機版館藏查詢

Back

Switch To: Labeled | MARC Mode | ISBD

Employee Knowledge Sharing in Work T...

Noh, Jae Hang.

Linked to FindBook

Google Book

Amazon

博客來

Employee Knowledge Sharing in Work Teams: Effects of Team Diversity, Emergent States, and Team Leadership.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Employee Knowledge Sharing in Work Teams: Effects of Team Diversity, Emergent States, and Team Leadership./
Author:	Noh, Jae Hang.
Description:	171 p.
Notes:	Source: Dissertation Abstracts International, Volume: 75-01(E), Section: A.
Contained By:	Dissertation Abstracts International75-01A(E).
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3596347
ISBN:	9781303428050

Employee Knowledge Sharing in Work Teams: Effects of Team Diversity, Emergent States, and Team Leadership.
Noh, Jae Hang.

Employee Knowledge Sharing in Work Teams: Effects of Team Diversity, Emergent States, and Team Leadership. - 171 p.

Source: Dissertation Abstracts International, Volume: 75-01(E), Section: A.

Thesis (Ph.D.)--University of Minnesota, 2013.

Knowledge sharing in work teams is one of the critical team processes. Without sharing of knowledge, work teams and organizations may not be able to fully utilize the diverse knowledge brought into work teams by their members. The purpose of this study was to investigate antecedents and underlying mechanisms influencing the extent to which team members share their knowledge with one another. Specifically, this study aimed to examine whether and how team members' team identification, psychological safety mediate the effects of perceived disparity on employee knowledge sharing. In addition, this study seek to investigate the moderating effects of transformational team leadership.

ISBN: 9781303428050Subjects--Topical Terms:

626628
Business Administration, Management.

Employee Knowledge Sharing in Work Teams: Effects of Team Diversity, Emergent States, and Team Leadership.
LDR:02747nam a2200301 4500 001 1966099
005 20141106123021.5
008 150210s2013 ||||||||||||||||| ||eng d
020 $a 9781303428050
035 $a (MiAaPQ)AAI3596347
035 $a AAI3596347
040 $a MiAaPQ $c MiAaPQ
100 1 $a Noh, Jae Hang. $3 2102884
245 1 0 $a Employee Knowledge Sharing in Work Teams: Effects of Team Diversity, Emergent States, and Team Leadership.
300 $a 171 p.
500 $a Source: Dissertation Abstracts International, Volume: 75-01(E), Section: A.
500 $a Advisers: David A. Christesen; Shari Peterson.
502 $a Thesis (Ph.D.)--University of Minnesota, 2013.
520 $a Knowledge sharing in work teams is one of the critical team processes. Without sharing of knowledge, work teams and organizations may not be able to fully utilize the diverse knowledge brought into work teams by their members. The purpose of this study was to investigate antecedents and underlying mechanisms influencing the extent to which team members share their knowledge with one another. Specifically, this study aimed to examine whether and how team members' team identification, psychological safety mediate the effects of perceived disparity on employee knowledge sharing. In addition, this study seek to investigate the moderating effects of transformational team leadership.
520 $a A correlational design was used to collect and analyze survey data. Data were collected from a cross-sectional sample of 240 Korean employees of for-profit organizations in South Korea. The findings of this study indicated that perceived disparity (PD) negatively predicted knowledge sharing behavior (KSB). Also, both team identification (TI) and psychological safety (PS) mediated the relationship between PD and KSB. Furthermore, the strength of the mediated relationships between PD and KSP via TI became weaker or nonsignificant under high transformational team leadership than under low transformational team leadership. However, the strength of the mediated relationships between PD and KSP via PS became stronger and significant under high transformational team leadership than under low transformational team leadership. The findings of this study can provide the conceptual basis for interventions that are designed to promote knowledge sharing within work teams. Theoretical and practical implications are discussed, along with limitations of the study and directions for future research.
590 $a School code: 0130.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Education, Higher. $3 543175
650 4 $a Education, Vocational. $3 1017499
690 $a 0454
690 $a 0745
690 $a 0747
710 2 $a University of Minnesota. $b Work and Human Resource Education. $3 1026827
773 0 $t Dissertation Abstracts International $g 75-01A(E).
790 $a 0130
791 $a Ph.D.
792 $a 2013
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3596347