Nasze serwisy używają informacji zapisanych w plikach cookies. Korzystając z serwisu wyrażasz zgodę na używanie plików cookies zgodnie z aktualnymi ustawieniami przeglądarki, które możesz zmienić w dowolnej chwili. Więcej informacji odnośnie plików cookies.

Obowiązek informacyjny wynikający z Ustawy z dnia 16 listopada 2012 r. o zmianie ustawy – Prawo telekomunikacyjne oraz niektórych innych ustaw.

Wyłącz komunikat

 
 

Logowanie

Logowanie za pomocą Centralnej Usługi Uwierzytelniania PRz. Po zakończeniu pracy nie zapomnij zamknąć przeglądarki.

Modern Management Review (dawna nazwa: Zarządzanie i Marketing)

Modern Management Review
(dawna nazwa: Zarządzanie i Marketing)
22 (4/2015), DOI: 10.7862/rz.2015.mmr.61

BARRIERS TO KNOWLEDGE SHARING IN GLOBAL TEAMS – THEORETICAL PERSPECTIVE

Celina SOŁEK-BOROWSKA
Submitted by: Paweł Perz

DOI: 10.7862/rz.2015.mmr.61

Abstract

Organizing work in teams has become the modus operandi in multinational organizations
and team-based structures are becoming a regular occurrence in every day operation of
the organization. The purpose of this study is to run an extensive literature review of
knowledge sharing barriers in global teams. It is assumed that global teams are able to integrate
specialized and globally dispersed capabilities, to understand local needs and demands
and leverage cultural diversity. These multi-cultural teams also face a host of problems, and
to better understand the challenges and benefits of team work for global organizations, it is
vital to learn what are the potential barriers in knowledge sharing.
This paper is one of the series concerning knowledge sharing barriers. Companies increasingly
rely on global teams to foster growth and innovation, yet too often these teams are assembled
without a clear process to ensure success. Global teams represent a high stake
commitment, so it is imperative that these teams have a proven framework to promote optimal
functioning. Firms need to pay attention to potential barriers to knowledge sharing, in
order for global teams to succeed. The relevance of the barriers to knowledge sharing has
been identified and they are as such: absorptive capacity, relationship between members of
different teams, time, common framework, the excessive value attributed to experts, lack of
recognition, distance, time zone and cultural differences.

Full text (pdf)

References

[1] Alavi, M. and Leidner, D.E. (2001), “Review: knowledge management and knowledge management
systems: conceptual foundations and research issues”, MIS Quarterly,Vol.25 No. 1,
pp. 107-137.
[2] Argote, L. (1999), Organizational Learning: Creating, Retaining, and Transferring
Knowledge, Kluwer Academic, Boston, MA.
[3] Argote, L., Ingram, P. and Levine, J.M. (2000), “Knowledge transfer in organizations: learning
from the experience of others”, Organizational Behavior & Human Decision Processes,
Vol. 82 No. 1, pp. 1-9.
[4] Assudani, R.H. (2009), “Dispersed knowledge work – implications for knowledge intensive
firms”, Journal of Knowledge Management, Vol. 13 No. 8, pp. 521-532.
[5] Becker, M.C. (2003), “What is the role of teams in knowledge management? Some indications
from practice”, International Journal of Information Technology and Management, Vol. 2 Nos
1/2, pp. 50-58.
[6] Berends, H., van der Bij, H., Debackere, K. and Weggeman, M. (2006), “Knowledge sharing
mechanisms in industrial research”, R&D Management, Vol. 36 No. 1, pp. 85-95.
[7] Cabrera, E.F. and Cabrera, A. (2005), “Fostering knowledge sharing through people management
practices”, International Journal of Human Resource Management, Vol. 16 No. 5, pp.
720-36.
[8] Coakes, E.W., Coakes, J.M. and Rosenberg, D. (2008), “Co-operative work practices and
knowledge sharing issues: a comparison of viewpoints”, International Journal of Information
Management, Vol. 28 No. 1, pp. 12-25.
[9] Cohen, W. M. and Levinthal D.A.(1990), “Absorptive capacity :a new perspective on learning
and innovation”, Administrative Science Quarterly, Vol. 35 No. 1, pp. 128-152.
[10] Day, D.V., Gronn, P. and Salas, E. (2006), “Leadership in team-based organizations: on the
threshold of a new era”, Leadership Quarterly, Vol. 17 No. 3, pp. 211-216.
[11] Derven, M., Four drivers to enhance global virtaul teams, Vol. 48, No. 1, 2016, pp. 1-8.
[12] Engström, T.E.J. (2003), “Sharing knowledge through mentoring”, Performance Improvement,
Vol.42,pp.36-42.
[13] Faraj, S. and Sproull, L. (2000), “Coordinating expertise in software development teams”,
Management Science, Vol. 46 No. 12, pp. 1554-68.
[14] Grant, R.M. (1996), “Toward a knowledge-based theory of the firm”, Strategic Management
Journal,Vol.17No.S2,pp.109-122.
[15] Guzzo,R.A.andDickson,M.W.(1996),“Teamsinorganizations:recentresearchonperformance
and effectiveness”, Annual Review of Psychology, Vol. 47 No. 1, pp. 307-338
[16] Halawi, L.A., McCarthy, R.V. and Aronson, J.E. (2006), “Knowledge management and the
competitive strategy of the firm”, The Learning Organization, Vol. 13 No. 4, pp. 384-397.
[17] Hambrick, D.C., Davison, S.C., Snell, S.A. and Snow, C.C. (1998), “When groups consist of
multiple nationalities”, Organization Studies, Vol. 19 No. 2, pp. 181-206.
[18] Karlsen, J.T., Hagman, L. and Pedersen, T. (2011), “Intra-project transfer of knowledge in
information systems development firms”, Journal of Systems and Information Technology,
Vol. 3 No. 1, pp. 66-80.
[19] Kotlarsky,J.,vanFenema,P.C.andWillcocks,L.(2008),“Developingaknowledgebasedperspective
on coordination: the case of global software projects”, Information & Management,
Vol. 45 No. 2, pp. 96-108.
[20] Krishna, S., Sahay, S. and Walsham, G. (2004), “Managing cross-cultural issues in global
software outsourcing”, Communications of the ACM, Vol. 47 No. 4, pp. 62-66.
[21] Kyobe, M. (2010), “A knowledge management approach to resolving the crises in the information
systems discipline”, Journal of Systems and Information Technology, Vol. 12 No. 2,
pp. 161-173.
[22] Lee, P., Gillespie, N., Mann, L. and Wearing, A. (2010), “Leadership and trust: their effect on
knowledge sharing and team performance”, Management Learning, Vol. 41 No. 4, pp. 473-91.
[23] Levina, N. and Vaast, E. (2005), “The emergence of boundary spanning competence practice:
implications for implementation and use of information systems”, MIS Quarterly, Vol. 29 No.
2, pp. 335-363.
[24] Levina, N. and Vaast, E. (2008), “Innovation or doing as told? Status differences and overlapping
boundaries in offshore collaboration”, MIS Quarterly, Vol. 32 No. 2, pp. 307-332.
[25] Lin, C-P. (2008), “Clarifying the relationship between organizational citizenship behaviors,
gender, and knowledge sharing in workplace organizations in Taiwan”, Journal of Business
Psychology, Vol. 22 No. 3, pp. 241-50. Lin, H-F. (2006), “Impact of organizational support on
organizational intention to facilitate knowledge sharing”, Knowledge Management Research
& Practice, Vol. 4, pp. 26-35.
[26] McDonough, E.F. III, Kahn, K.B. and Barczak, G. (2001), “An investigation of the use of
global, virtual, and collocated new product development teams”, The Journal of Product Innovation
Management, Vol. 18 No. 2, pp. 110-120.
[27] Monalisa, M., Daim, T., Miriani, F., Dash, P., Khamis, R. and Bhusari, V. (2008), “Managing
global design teams”, Research-Technology Management, Vol. 51 No. 4, pp. 48-59.
[28] Morgeson, F.P., DeRue, D.S. and Karam, E.P. (2010a), “Leadership in teams: a functional
approach to understanding leadership structures and processes”, Journal of Management, Vol.
36, pp. 5-39.
[29] Nonaka, I. and Takeuchi, H. (1995), The Knowledge-creating Company: How Japanese Companies
create the dynamics of innovation, Oxford University Press, New York.
[30] O’Dell, C. and Grayson, C.J. (1998), “If only we knew what we know: identification and
transfer of internal best practices”, California Management Review, Vol. 40 No. 3, pp. 154-
174.
[31] Pemberton, J.D. and Stonehouse, G. H. (2000),“Organisational learning and knowledge assets
– an essential partnership”, The Learning Organization, Vol. 7 No. 4, pp. 184-194.
[32] Riege, A. (2005), “Three-dozen knowledge sharing barriers managers must consider”, Journal
of Knowledge Management, Vol. 9 No. 3, pp. 18-35.
[33] Szulanski, G. (1996), “Exploring internal stickiness: impediments to the transfer of best practice
within the firm”, Strategic Management Journal, Vol. 17, pp. 27-44.
[34] Tillema, H.H. (2006), “Authenticity in knowledge-productive learning: what drives
knowledge constructionincollaborativeinquiry?”,
HumanResourceDevelopmentInternational,Vol.9 No.2,pp.173-190
[35] Von Glinow, M.A., Shapiro, D.L. and Brett, J.M. (2004), “Can we talk, and should we? Managing
emotional conflict in multicultural teams”, Academy of Management Review, Vol. 29
No. 4, pp. 578-93.
[36] Yao, L.J., Kam, T.H.Y. and Chan, S.H. (2007), “Knowledge sharing in Asian public administration
sector: the case of Hong Kong”, Journal of Enterprise Information Management, Vol.
20 No. 1, pp. 51-69.
[37] Yi, J. (2009), “A measure of knowledge sharing behavior: scale development and validation”,
Knowledge Management Research & Practice, Vol. 7, pp. 65-81.
[38] Zarraga, C. and Bonache, J. (2003), “Assessing the team environment for knowledge sharing:
an empirical analysis”, International Journal of Human Resource Management, Vol. 14 No. 7,
pp. 1227-45.

About this Article

TITLE:
BARRIERS TO KNOWLEDGE SHARING IN GLOBAL TEAMS – THEORETICAL PERSPECTIVE

AUTHORS:
Celina SOŁEK-BOROWSKA

AUTHORS AFFILIATIONS:
Institute of Management, Department of Enterprise Management, The Warsaw
School of Economics

SUBMITTED BY:
Paweł Perz

JOURNAL:
Modern Management Review
22 (4/2015)

KEY WORDS AND PHRASES:
knowledge sharing, global team, barriers to knowledge sharing

FULL TEXT:
http://doi.prz.edu.pl/pl/pdf/zim/213

DOI:
10.7862/rz.2015.mmr.61

URL:
http://dx.doi.org/10.7862/rz.2015.mmr.61

COPYRIGHT:
Publishing House of Rzeszow University of Technology Powstańców Warszawy 12, 35-959 Rzeszow

POLITECHNIKA RZESZOWSKA im. Ignacego Łukasiewicza; al. Powstańców Warszawy 12, 35-959 Rzeszów
tel.: +48 17 865 11 00, fax.: +48 17 854 12 60
Administrator serwisu: