Knowledge-oriented leadership, team learning and team creativity: the roles of task interdependence and task complexity

A Task Complexity Analysis Method to Study the Emergency Situation under Automated Metro System

System upgrades and team members interactions lead to changes in task structure. Therefore, in order to handle emergencies efficiently and safely, a comprehensive method of the traffic dispatching team task complexity (TDTTC) is proposed based on team cognitive work analysis (Team-CWA) and network feature analysis. The method comes from the perspective of the socio-technical system. Two stages were included in this method. In the first stage, four phases of Team-CWA, i.e., team work domain analysis, team control task analysis, team strategies analysis, and team worker competencies analysis, were applied in the qualitative analysis of TDTTC. Then in the second stage, a mapping process was established based on events and information cues. After the team task network was established, the characteristic indexes of node degree/average degree, average shortest path length, agglomeration coefficient, and overall network performance for TDTTC were extracted to analyze TDTTC quantitatively. The cases of tasks for screen door fault under grade of automation GOA1-GOA4 were compared. The results revealed that the more nodes and communication between nodes, the larger the network scale was, which would lead to the TDTTC being more complicated no matter what level of automation system it was under. This method is not only the exploration of cognitive engineering theory in the field of task complexity, but also the innovation of team task complexity in the development of automatic metro operation.

The impacts of knowledge-oriented leadership on employees' knowledge management behaviors in Chinese based organizations: a qualitative study

Purpose

This study aims to minimize the research gap by finding out what are the current state of knowledge management (KM) in the Chinese private science and technology organizations, the essential factors for promoting KM behaviors and the role of knowledge-oriented leadership in determining employees’ KM behaviors. Specifically, this research attempts to create a theoretical framework, which can be used to facilitate KM implementation in general, in the Chinese context in particular.

Design/methodology/approach

Semi-structured interviews with executives, senior managers and specialists were used to capture interviewees’ responses to the research question. The responses were analyzed with Nvivo to detect the obstacles of KM behaviors within Chinese private science and technology organizations.

Findings

This study highlights that poor KM behaviors are caused by knowledge-oriented leaders’ weak awareness of the KM values, and also these leaders are not equipped with the necessary knowledge-oriented leadership skills. As a result, there is a lack of knowledge sharing and knowledge inheritance. To respond to the identified KM related issues, while maximizing the KM values, some effective countermeasures focusing on the strategic, managerial as well as operational levels are proposed.

Practical implications

There is a need for knowledge-oriented leaders to recognize the growing significance of KM practices, and to increase the level of awareness of KM values. To achieve such ambition, they need to build a corporate knowledge culture, which promotes knowledge development, application, preservation, sharing and inheritance.

Originality/value

This study contributes to deepening the understandings of the linkage between knowledge-oriented leadership and KM behaviors, which is of great significance to promote the soft power of KM on employees’ attitudes and behaviors.

Shared mental models and task decomposition

Purpose

The research on shared mental models (SMMs) focuses on the importance of all team members holding similar mental models to realize team performance. However, for a perceived decomposable task, it is not required for all team members to have similar mental models to achieve team performance. Moreover, unnecessary overlapping mental models among team members may engender information overloading, translating into suboptimal team performance. Absent from the current literature is an understanding of the factors that determine the minimal overlapping mental models required across specific members for team performance. The purpose of this study is to yield an understanding of these issues.

Design/methodology/approach

This study highlights that the requirement to hold similar mental models across specific team members depends on the task decomposition mechanisms used: task complexity and decomposability, subtask assigned and layer, task modularity, workflow interdependence type and tool attributes.

Findings

Unlike much prior research which measured the relationship between SMMs and team performance at the team level, our conceptualization suggests that the measurement of SMMs and team performance needs to be conducted across a team and subsets of the team or individuals depending on task complexity and decomposability. This current research offers an important viewpoint regarding when team members need to hold similar mental models to realize task performance.

Originality/value

By suggesting new insights into when mental models should be similar across specific team members, this research also provides understanding of why some empirical SMMs studies do not yield positive relationships between similar SMMs and team effectiveness while others do.

Impact of knowledge oriented leadership on sustainable service quality of higher education institutes

Purpose

The potential role of higher education institutes is indispensable for realizing the dream of a sustainable future. The purpose of this study is to examine the impact of knowledge-oriented leadership on the sustainable service quality of higher education institutes. Furthermore, it also investigates the mediating role of organizational innovation and psychological empowerment.

Design/methodology/approach

Data of this study is collected from 306 faculty members of the public and private universities of Pakistan. Structural equation modeling technique was used for data analysis and testing of hypotheses.

Findings

The results demonstrate the positive impact of knowledge-oriented leadership on sustainable service quality. Organizational innovation and psychological empowerment partially mediate the relationship of knowledge-oriented leadership and sustainable service quality.

Practical implications

The policymakers including the higher education commission of Pakistan and university administration are highly recommended to promote a knowledge-oriented leadership style in the higher education institutes to improve innovation and psychological empowerment at the workplace which leads to foster sustainable service quality.

Originality/value

The concept of sustainable service quality in higher education institutes is in the infancy stages in developing countries. There is a dearth of studies that explore the relationship between knowledge management enabler and sustainable service quality. This study attempts to explore the unexplored relationship and extends the literature of higher education institutes and sustainable service quality.

Team Social Media Usage and Team Creativity: The Role of Team Knowledge Sharing and Team-Member Exchange

Given that work teams have been widely used in a variety of organizations to complete critical tasks and that the use of social media in work teams has been growing, investigating whether and how team social media usage (TSMU) affects team creativity is imperative. However, little research has empirically explored how TSMU affects team creativity. This study divides TSMU into two categories, namely, work-related TSMU and relationship-related TSMU. Basing on communication visibility theory and social exchange theory, this study constructs a moderating mediation model to understand how TSMU affects team creativity. In this model, team knowledge sharing is used as mediating role and team-member exchange (TMX) is used as moderating role. Two-wave research data collected from 641 employees in 102 work teams in Chinese organizations are used for regression analysis. Results show that (1) Work-related TSMU and relationship-related TSMU are positively affect team creativity. (2) Team knowledge sharing plays a partly mediating effect on the relationship between work-related TSMU and team creativity and that between relationship-related TSMU and team creativity. (3) TMX not only positively moderates the indirect effect of work-related TSMU and relationship-related TSMU on team creativity through team knowledge sharing. Theoretical and practical implications are also discussed.

Temporal Team Mental Model and Performance: From the Perspective of Team Process

This paper, based on the survey data of 506 knowledge-based innovation team leaders, employed the regression model and adopted the bootstrap method, to explore the influence of the temporal team mental model on team performance from the perspective of team process. The study results showed that the temporal team mental model has a significant positive predictive effect on team performance; behavioral integration has a mediating effect between temporal team mental model and team performance; task complexity positively moderates the relationship between behavioral integration and team performance and moderates the mediating effects of behavioral integration.