ITSC 1490 Team Performance and the Use of the Web

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ITSC 1490

Team Performance and the Use of the Web

University of Phoenix

Team Performance and the Use of the Web

Effective training and learning come through the distribution and transference of novel ideas, new concepts, and technologies (Jippes, Achterkamp, Brand, Kiewiet, Pols, & van Engelen, 2010). Communication tools, which enhances knowledge sharing, began to expand with Short Message Service (SMS) and instant messaging creating a social workplace. Srivastava, Bartol, and Locke (2006) noted that knowledge sharing is a grave procedure that requires teammates to interact to share concepts, data, and opinions germane to the task of the team. Knowledge sharing allows teams to mature skills and capabilities, increase worth and sustain the competitive edge of their organization. Effectively sharing knowledge amongst team members has immense value. The creation of new products, services, and procedures depends on the knowledge sharing practices (Almahamid, Awwad, & McAdams, 2010) among team members within an organization. Social networking holds many positive aspects in relations to teams and their productivity. Jippes, et al. (2010) noted the importance social networks play in the dispersion and dissemination of ideas, which is done by operating as routes for communication, social creation, and compromise of the innovations; growing the observability of innovation; and reduction of supposed risk by eradicating ambiguity of the outcome of the innovation. Human resource policies are adjusted to keep up with the new social norms of social networking, which has a determinate impact on workplace activities. For example, an organization’s intranet, while private and secure, allows teams to share knowledge. The creation of different knowledge resource, which is difficult to rival, derives from team members engaging in knowledge sharing. Collaboration, trust, and leadership are factors on the role of social networking that is pertinent to passing critical or timely data resources amid team members. Collaboration leads to superior team performance and timely distribution of time sensitive data.

Knowledge Sharing Factors

Collaboration

Immense communication and collaboration drive many organizations and teams. When teams focus collectively on goals, matters, tasks, and problems, it displays the influence of teamwork dynamics. The ability to share data and narrate one’s work enhances knowledge transfer, favorable connections, and creativity. According to Amit and Schoemaker (1993) and Prahalad and Hamel (1990), organizations’ competitive advantage comes from the ability of team members to produce excellent results from the knowledge engrained in the relations between team members. Online engagement is essential for teams that are distributed or co-located. An intranet is an organizational tool that allows sharing of knowledge amongst employees or teams. Distributed teams may hold virtual meetings to collaborate on ideas and work-related issues. Srivastava, et al., (2006) noted that providing a forum for team members input increases the influence of decision making and the team gains the significance of knowledge sharing. Learning and faster access to relevant data are increased with the level of association among team members. Members of teams feel they have some say in decision making when they are asked to share their opinions. Engaged teams share knowledge freely.

Trust

The successful creation, sharing, and application of knowledge among teams ar dependent upon trust. According to Lee, Gillespie, Mann, and Wearing (2010), a positive direct influence on the sharing of knowledge amid team members are related their level of trust. When team members trust, they will freely trade valuable ideas, collaborate, and accept inspiration with little control. Members of teams who sense other team members do not trust them tend to hide information, reject direction and become controlling (Gillespie & Mann, 2005). Distributed teams’ engagement and commitment to shared goals derive from regular feedback and trust among them. The collaboration and open sharing of information vulnerabilities arise within teams. Vulnerability amongst team members increases risk making trust pertinent (Mayer, Davis, & Schoorman, 1995). There is a need for trust to empower knowledge sharing activities; especially when looking at leadership as team members’ beliefs on honesty, reliability, and trustworthy of their leader leads to their inclination to divulge delicate material and the amount they share (Mayer, et al., 1995).

Leadership

The connection between the leader and followers that encourage the team is leadership. Team members look to their team leaders as role models; therefore, leaders are looked upon to see if they are sharing data freely, trusting other, taking control, and giving positive feedback. Leaders carry a large amount of influence on their team; as noted by Thompson (2008), a leader as one who inspires others to accomplish goals. Srivastava, et al. (2006) opined that team leaders hold an important role in knowledge because it does not transpire automatically within a group. The motivation of team members to share their exclusive knowledge among their team increases when then they feel the treatment they receive from the leader is fair and the leader distinguishes their effort as valuable. When the leader recognizes team members’ sole contribution of ideas and data, knowledge sharing will rise (Srivastava et al., 2006).

Conclusion

In conclusion, the sharing of knowledge amongst teams is perilous to the success of the team, organization, and dissemination of important information. Knowledge sharing improves team production and bestows the group with a manageable competitive advantage. It is imperative to know that knowledge sharing among team members does not transpire naturally. The part of the team leader is vital in the facilitation of knowledge sharing. Knowledge sharing is accomplished by promoting trusting atmosphere, guiding example, framing expectations, enabling teams to exchange ideas, and distinguishing individuals’ beneficence. Social networking plays a huge role in the collaboration of distributed team members. It enables teams to finish projects on time and share important information punctually. The lack of sharing knowledge within a team could lead to underutilized intellectual resources that each team member possesses.

References

American Psychological Association. (2010). Publication Manual of the American Psychological Association (6th ed.). Washington, DC: Author.

Almahamid, S., Awwad, A., & McAdams, A. C. (2010). Effects of Organizational Agility and Knowledge Sharing on Competitive Advantage: An Empirical Study in Jordan. International Journal of management, 27(3), 387-404.

Amit, R. & Schoemaker, P. H. (1993). Strategic assets and organizational rent. Strategic Management Journal, 14(1), 33-46.

Gillespie, N. & Mann, L. (2005). How trustworthy is your leader? Implications for leadership, team processes and outcomes in R&D teams. In L. Mann(Ed.), Leadership, Management and Innovation in R&D Project Teams, Westport, CT: Praeger.

Jippes, E, Achterkamp, M., Brand, P., Kiewiet, D., Pols, J., & van Engelen, J. (2010). Disseminating educational innovations in heal Jippes, E., Achterkamp, M., Brand, P., Kiewiet, D., Pols, J., & van Engelen, J. (2010). Disseminating educational innovations in health care practice: Training versus social networks. Social Science & Medicine 70(10), pp. 1509-1517. https://doi-org.contentproxy.edu/10.1016/j.socscimed.2009.12.035.

Lee, P., Gillespie, N., Mann, L., & Wearing, A. (2010). Leadership and trust: Their effect on knowledge sharing and team performance. Management Learning, 41(4), 473-491. doi:10.1177/1350507610362036.

Mayer, R. C., Davis, J. H., & Schoorman, F. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709-734.

Prahalad, C. K. & Hamel, G. (1990). The Core Competence of the Corporation. Harvard Business Review, 68(3), 79-91.

Srivastava, A., Bartol, K. M., & Locke, E. A. (2006). Empowering leadership in management teams: Effects on knowledge sharing, efficacy, and performance. Academy of Management Journal, 49(6), 1239-1251.

Thompson, L. (2008). Making the Team: A Guide for Managers (3rd ed). NJ: Prentice Hall.




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