团队知识隐藏对交互记忆系统的影响研究
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摘要
团队知识隐藏会对交互记忆系统产生不利影响,是交互记忆系统的一个重要的阻碍因素。为了揭示团队知识隐藏对交互记忆系统尤其对其行为要素的影响机理,本文整合了交互记忆系统理论和知识分享理论,以交互记忆系统为因变量,团队知识隐藏为自变量,团队情感信任为中介变量,提出假设并检验假设得出结论。研究发现,团队知识隐藏是交互记忆系统的阻碍因素,削弱了交互记忆系统的功能,并且不利于团队成员间信任关系,其中包括认知信任和情感信任的建立与维持。团队情感信任能够促进团队成员在信任彼此专长和能力的基础上更好地协调,并解释协调不畅的原因。研究揭示了交互记忆系统构成要素间的关系,发现了可信维度对协调维度的促进作用。
Knowledge hiding represents a behavior that employees are not willing to help colleagues, and refuse to share their core knowledge. At the team level, team knowledge hiding refers to the phenomenon of knowledge hiding among team members, it measures the knowledge hiding atmosphere of the whole team. In contrast, as a system of cognition and division of labor, transactive memory system encourages team members to share their knowledge and information. So, in the context of knowledge hiding, team members hide their knowledge and information deliberately, and unwilling to help colleagues in the process of collaboration, this behavior will have a negative effect on the transactive memory system. In order to reveal the mechanism of team knowledge hiding on transactive memory system, especially on its behavioral elements, this article integrates the transactive memory system theory and the knowledge sharing theory, and then constructs the theoretical model. In the research model, we make the transactive memory system as the dependent variable, the team knowledge hiding as the independent variable, and the team affect-based trust as a mediation variable. The transactive memory system consist of specialize, credibility and coordination, we make the credibility and coordination dimensions as a separate construct, and propose the relevant hypotheses. The empirical test of date from 79 work teams with 437 subordinates supported our hypotheses. Research shows that team knowledge hiding is the obstructive factor for transactive memory system, it weakens the function and value of transactive memory system, and it is not conducive to the establishment and maintenance of team cognition-based trust and team affect-based trust among team members. In the relationship between team knowledge hiding and coordination, team affect-based trust and credibility play a mediation role separately, but the continuous mediation role of team affect-based trust and credibility is not significant. Moreover, in the relationship between credibility and coordination, team affect-based trusts play a mediation role. This article also reveals the importance of team affect-based trust to the team coordination, and the relationship between different dimensions of transactive memory system.
Knowledge hiding represents a behavior that employees are not willing to help colleagues, and refuse to share their core knowledge. At the team level, team knowledge hiding refers to the phenomenon of knowledge hiding among team members, it measures the knowledge hiding atmosphere of the whole team. In contrast, as a system of cognition and division of labor, transactive memory system encourages team members to share their knowledge and information. So, in the context of knowledge hiding, team members hide their knowledge and information deliberately, and unwilling to help colleagues in the process of collaboration, this behavior will have a negative effect on the transactive memory system. In order to reveal the mechanism of team knowledge hiding on transactive memory system, especially on its behavioral elements, this article integrates the transactive memory system theory and the knowledge sharing theory, and then constructs the theoretical model. In the research model, we make the transactive memory system as the dependent variable, the team knowledge hiding as the independent variable, and the team affect-based trust as a mediation variable. The transactive memory system consist of specialize, credibility and coordination, we make the credibility and coordination dimensions as a separate construct, and propose the relevant hypotheses. The empirical test of date from 79 work teams with 437 subordinates supported our hypotheses. Research shows that team knowledge hiding is the obstructive factor for transactive memory system, it weakens the function and value of transactive memory system, and it is not conducive to the establishment and maintenance of team cognition-based trust and team affect-based trust among team members. In the relationship between team knowledge hiding and coordination, team affect-based trust and credibility play a mediation role separately, but the continuous mediation role of team affect-based trust and credibility is not significant. Moreover, in the relationship between credibility and coordination, team affect-based trusts play a mediation role. This article also reveals the importance of team affect-based trust to the team coordination, and the relationship between different dimensions of transactive memory system.
引文
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[2]Teece,D.J.,Pisano,G.,Shuen,A..Dynamic Capabilities and Strategic Management.Strategic Management Journal,1997,18(7):509-533.
[3]Xue,Y.,Bradley,J.,Liang,H..Team Climate,Empowering Leadership,and Knowledge Sharing.Journal of Knowledge Management,2011,15(2):299-312.
[4]Lewis,K.,Herndon,B..Transactive Memory Systems:Current Issues and Future Research Directions.Organization Science,2011,22(5):1254-1265.
[5]Lewis,K..Knowledge and Performance in Knowledge-Worker Teams:A Longitudinal Study of Transactive Memory Systems.Management Science,2004,50(11):1519-1533.
[6]Ren,Y.,Argote,L..Transactive Memory Systems 1985-2010:An Integrative Framework of Key Dimensions,Antecedents,and Consequences.The Academy of Management Annals,2011,5(1):189-229.
[7]Austin,J.R..Transactive Memory in Organizational Groups:The Effects of Content,Consensus,Specialization,and Accuracy on Group Performance.Journal of Applied Psychology,2003,88(5):866-877.
[8]Faraj,S.,Sproull,L..Coordinating Expertise in Software Development Teams.Management Science,2000,46(12):1554-1568.
[9]Michinov,E.,Olivier-Chiron,E.,Rusch,E..Influence of Transactive Memory on Perceived Performance,Job Satisfaction and Identification in Anaesthesia Teams.British Journal of Anaesthesia,2008,100(3):327-332.
[10]Wegner,D.M..A Computer Network Model of Human Transactive Memory.Social Cognition,1995,13(3):319-339.
[11]张钢,熊立.成员异质性与团队绩效:以交互记忆系统为中介变量.科研管理,2009,30(1):71-80.
[12]Hollingshead,A.B.,Fraidin,S.N..Gender Stereotypes and Assumptions about Expertise in Transactive Memory.Journal of Experimental Social Psychology,2003,39(4):355-363.
[13]Ellis,A.P.J..System Breakdown:The Role of Mental Models and Transactive Memory in the Relationship between Acute Stress and Team Performance.Academy of Management Journal,2006,49(3):576-589.
[14]Pulles,D.C.,Montes,F.J.L.,Gutierrez-Gutierrrez,L..Network Ties and Transactive Memory Systems:Leadership as an Enabler.Leadership&Organization Development Journal,2017,38(1):56-73.
[15]Hood,A.C.,Bachrach,D.G.,Zivnuska,S..Mediating Effects of Psychological Safety in the Relationship between Team Affectivity and Transactive Memory Systems.Journal of Organizational Behavior,2016,37(3):416-435.
[16]陈帅.团队断裂带对团队绩效的影响:团队交互记忆系统的作用.心理学报,2016,48(1):84-94.
[17]陈伟,杨早立,朗益夫.团队断裂带对团队效能影响的实证研究——关系型领导行为的调节与交互记忆系统的中介.管理评论,2015,27(4):99-110+121.
[18]Chiang,Y.H.,Shih,H.A.,Hsu,C.C..High Commitment Work System,Transactive Memory System,and New Product Performance.Journal of Business Research,2014,67(4):631-640.
[19]王端旭,武朝艳.变革型领导与团队交互记忆系统:团队信任和团队反思的中介作用.浙江大学学报(人文社会科学版),2011,41(3):170-179.
[20]林晓敏,林琳,王永丽,白新文.授权型领导与团队绩效:交互记忆系统的中介作用.管理评论,2014,26(1):78-87.
[21]Connelly,C.E.,Zweig,D.,Webster,J.,Trougakos,J.P..Knowledge Hiding in Organizations.Journal of Organizational Behavior,2012,33(1):64-88.
[22]林陵娜,施建刚,唐代中.考虑知识隐藏的项目团队知识共享激励研究.科研管理,2015,36(5):162-170.
[23]Husted,K.,Michailova,S..Diagnosing and Fighting Knowledge Sharing Hostility.Organizational Dynamics,2002,31(1):60-73.
[24]?erne,M.,Nerstad,C.G.L.,Dysvik,A.,Skerlavaj,M..What Goes around Comes around:Knowledge Hiding,Perceived Motivational Climate,and Creativity.Academy of Management Journal,2014,57(1):172-192.
[25]何亦名,姜荣萍.组织中的知识隐藏行为:回顾与展望.中国人力资源开发,2014,(13):49-55.
[26]Argote,L.,Ingram,P..Knowledge Transfer:A Basic for Competitive Advantage in Firms.Organizational Behavior and Human Decision Processes,2000,82(1):150-169.
[27]Haas,M.R.,Park,S..To Share or not to Share?Professional Norms,Reference Groups,and Information Withholding among Life Scientists.Organization Science,2010,21(4):873-891.
[28]Wegner,D.M.,Giuliano,T.,Hertel,P.T..Cognitive Interdependence in Close Relationships.Compatible and Incompatible Relationships.Springer New York,1985:253-276.
[29]Tsai,W.,Ghoshal,S..Social Capital and Value Creation:The Role of Intrafirm Networks.Academy of Management Journal,1998,41(4):464-476.
[30]Lewis,K..Measuring Transactive Memory Systems in the Field:Scale Development and Validation.Journal of Applied Psychology,2003,88(4):587-604.
[31]Mell,J.N.,Van Knippenberg,D.,Van Ginkel,W.P..The Catalyst Effect:The Impact of Transactive Memory System Structure on Team Performance.Academy of Management Journal,2014,57(4):1154-1173.
[32]Chen,X.,Li,X.,Clark,J.G..Knowledge Sharing in Open Source Software Project Teams:A Transactive Memory System Perspective.International Journal of Information Management,2013,33(3):553-563.
[33]Caliendo,M.,Fossen,F.,Kritikos,A..Trust,Positive Reciprocity,and Negative Reciprocity:Do These Traits Impact Entrepreneurial Dynamics?Journal of Economic Psychology,2012,33(2):394-409.
[34]Ren,Y.,Carley,K.M.,Argote,L..The Contingent Effects of Transactive Memory:When Is It more Beneficial to Know What Others Know?Management Science,2006,52(5):671-682.
[35]Hollingshead,A.B..Cognitive Interdependence and Convergent Expectations in Transactive memory.Journal of Personality and Social Psychology,2001,81(6):1080-1089.
[36]Brandon,D.P.,Hollingshead,A.B..Transactive Memory Systems in Organizations:Matching Tasks,Expertise,and People.Organization Science,2004,15(6):633-644.
[37]Hollingshead,A.B..Communication,Learning,and Retrieval in Transactive Memory Systems.Journal of Experimental Social Psychology,1998,34(5):423-442.
[38]Evans,J.M.,Hendron,M.G.,Oldroyd,J.B..Withholding the Ace:The Individual-and Unit-Level Performance Effects of Self-reported and Perceived Knowledge Hoarding.Organization Science,2014,26(2):494-510.
[39]Ford,D.P.,Staples,D.S..What Is Knowledge Sharing from the Informer`s Perspective?International Journal of Knowledge Management(IJKM),2008,4(4):1-20.
[40]Connelly,C.E.,Zweig,D..How Perpetrators and Targets Construe Knowledge Hiding in Organizations.European Journal of Work and Organizational Psychology,2015,24(3):479-489.
[41]Liao,J.,Jimmieson,N.L.,O’Brien,A.T..Developing Transactive Memory Systems:Theoretical Contributions from a Social Identity Perspective.Group&Organization Management,2012,37(2):204-240.
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