Setting a knowledge boundary across teams: knowledge protection regulation for inter-team coordination and team performance

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Purpose - As teams are built around specialized and different knowledge, they need to regulate their knowledge boundaries to exchange their specialized knowledge with other teams and to protect the value of such specialized knowledge. However, prior studies focus primarily on boundary spanning and imply that boundaries are obstacles to sharing knowledge. To fill this research gap, this study aims to indicate the importance of knowledge protection regulation, an activity that sets an adequate boundary for protecting knowledge, and investigate the factors that facilitate knowledge protection regulation and its consequences. Design/methodology/approach - This study collected empirical data from 196 teams in seven organizations. Through a validation of the measurement model, data from 138 teams are used for further analysis. The hypotheses effects are assessed using a structural equation model. Findings - The analysis results indicate that both task uncertainty and task interdependency enhance knowledge protection regulation in teams, and that information technology support moderates the relationship between task uncertainty and knowledge protection regulation. The results also indicate that knowledge protection regulation improves inter-team coordination and team performance. Originality/value - This study focuses on knowledge protection regulation by adopting communication privacy management theory at the team level. The findings imply that boundary management is the process of communication and depends on the role the teams play in accomplishing their tasks. The findings also provide a new way to understand knowledge flow of the teams as well as the entire organization.
Publisher
EMERALD GROUP PUBLISHING LIMITED
Issue Date
2017-04
Language
English
Article Type
Article
Keywords

INFORMATION-TECHNOLOGY; PRACTICE PERSPECTIVE; PRODUCT DEVELOPMENT; MEDIATING ROLE; ORGANIZATIONAL PERFORMANCE; INTEGRATIVE FRAMEWORK; DEVELOPMENT-PROJECTS; MANAGEMENT ENABLERS; MANAGING KNOWLEDGE; DECISION-MAKING

Citation

JOURNAL OF KNOWLEDGE MANAGEMENT, v.21, no.2, pp.254 - 274

ISSN
1367-3270
DOI
10.1108/JKM-04-2016-0163
URI
http://hdl.handle.net/10203/223962
Appears in Collection
MT-Journal Papers(저널논문)
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