Modeling team knowledge sharing and team flexibility: The role of within-team competition

被引：67

作者：

He, Hongwei ^{[1
]}

Baruch, Yehuda ^{[2
]}

Lin, Chieh-Peng ^{[3
]}

机构：

[1] Univ Strathclyde, Sch Business, Glasgow G1 1XQ, Lanark, Scotland

[2] Univ Southampton, Southampton SO9 5NH, Hants, England

[3] Natl Chiao Tung Univ, Inst Business & Management, Hsinchu 10044, Taiwan

来源：

HUMAN RELATIONS | 2014年 / 67卷 / 08期

关键词：

knowledge sharing; team collectivism; team empowerment; team flexibility; within-team competition; FACE-TO-FACE; MEDIATING ROLE; PSYCHOLOGICAL EMPOWERMENT; INTRINSIC MOTIVATION; EMPIRICAL-TEST; TRANSFORMATIONAL LEADERSHIP; INDIVIDUALISM-COLLECTIVISM; INTERPERSONAL COMPETITION; CONSTRUCTIVE CONTROVERSY; TRAIT COMPETITIVENESS;

D O I：

10.1177/0018726713508797

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

This study examines the role of within-team competition (i.e. team hypercompetition and team development competition) in a team process. We developed and tested a model that associates team collectivism as the antecedent of within-team competition, and knowledge sharing and team flexibility as the outcomes. The model was empirically tested with data from 141 knowledge-intensive teams. The empirical findings showed that team collectivism had a positive relationship with team development competition and a negative relationship with team hypercompetition. Regarding the outcomes, team development competition and team hypercompetition had an indirect relationship with knowledge sharing and team flexibility through team empowerment. We offer a number of original contributions to the team effectiveness literature, especially by showing that team hypercompetition and team development competition have different impacts on team knowledge sharing and team flexibility.

引用

页码：947 / 978

页数：32

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