Knowledge Team Performance Research Articles

Flexibility-Oriented HRM and Team Performance: Mechanisms and Boundary Conditions

Integrating the strategic human resource management (HRM) and team effectiveness literature, we examine the effect of a strategically targeted HRM system, the flexibility-oriented HRM (FHRM) system, on knowledge team performance. We draw from the dynamic capabilities theory and the Input-Mediator-Outcome team effectiveness framework to posit that FHRM will foster the knowledge acquisition and productive energy of teams, which in turn enhance team performance. Further, this relationship is moderated by two team leader characteristics, i.e., territorial behavior and short-termism. We test these relationships using a three-wave, multi-source survey, and multilevel research methods. Results show that leader territorial behavior diminishes the indirect effect of coordination FHRM on team performance and that leader short-termism weakens the indirect effect of resource FHRM on team performance, both via the mediation of knowledge acquisition and productive energy.

Analysis of influence factors of hospital knowledge team performance based on WSR

Objective To understand the various factors affecting hospital knowledge team performance. Methods Constructing the theoretical model of factors affecting team performance based on the WSR, adopting a self-designed scale to carry out questionnaire investigation, and using the method of statistical analysis to validate the rationality of the model. Results Hospital knowledge team performance is influenced by physical factors(4.38), Shi-Li factors(4.51), and Ren-Li factors(4.59), which Ren-Li factors influence is greater. Conclusion The WSR methodology provides a convenient and efficient way for understanding the determinants of hospital knowledge team performance. Key words: Hospital knowledge team; The WSR methodology; Team performance; Influence factors

Research on the performance structure of hospital knowledge team

Objective To establish the performance structure model of hospital knowledge team. Methods Proposing the hypothesized model on the basis of theoretical research, adopting a self-designed scale to carry out questionnaire investigation, using the method of statistical analysis to validate the fitting degree of the model. Results The performance structure of hospital knowledge team is composed of six dimensions, including patient service, quality management, medical quality, work efficiency, team growth, and team members feeling. The six dimensions can explain 76.92% of the variance. Conclusion With its special of hospital knowledge team performance, the performance structure is different from the existing research results. Key words: Hospital knowledge team; Team performance structure; Six dimensional structure

Moderators of shared leadership: work function and team autonomy

PurposePrevious studies show that sharing leadership in teams offers potential performance benefits across various contexts. This paper aims to investigate moderators of the effectiveness of shared leadership. In particular, it seeks to explore the moderating effects of team work function – manufacturing versus knowledge team work – and team autonomy.Design/methodology/approachIn order to test the hypotheses, the authors conducted hierarchical regression analyses and ran moderated two‐way regression analyses using a field sample of 552 employees comprising 81 teams in a Danish manufacturing company.FindingsContrary to expectations, the results demonstrated a non‐significant relationship between shared leadership and team performance. However, as expected, work function significantly moderated this relationship such that shared leadership exhibited a negative relationship with manufacturing team performance and a positive relationship with knowledge team performance. Moreover, team autonomy was positively related to performance, and it significantly moderated the relationship between shared leadership and team performance.Research limitations/implicationsThe study provides a potentially useful framework for understanding boundary conditions for the effectiveness of shared leadership. However, since the design of the study is cross‐sectional, direct causation cannot be inferred. Moreover, the study took place within a single organization in a Danish context and, therefore, care must be taken in generalizing the findings without additional evidence from further research.Originality/valueTo the authors' knowledge, the study is the first to obtain evidence which indicates that the success of shared leadership may depend on the team work function and the level of team autonomy.