@phdthesis{Fischer2020,
  author    = {Fischer, Caroline},
  title     = {Knowledge Sharing in the Public Sector},
  school      = {Universit{\"a}t Potsdam},
  pages     = {xiii, 222},
  year      = {2020},
  abstract  = {This dissertation examines the activity of knowledge sharing by public employees in the workplace. Building on the Rubicon model of human behavior formation, I use a threefold approach to analyze the knowledge-sharing process: public employees' motivation to share knowledge, their intention to share, and knowledge sharing behavior as such. The first article maps the knowledge-sharing behavior of public employees. It builds a typology of behavioral patterns and shows that public employees mainly share their knowledge responsively and directly with a knowledge receiver rather than an information medium. The second article elaborates on the construct of knowledge-sharing motivation and develops a scale to measure this kind of work motivation in a selective and domain-specific way. Data from three studies indicate three dimensions of knowledge-sharing motivation, namely appreciation, growth and altruism, and tangible rewards. Based on these dimensions, the third article analyzes whether the satisfaction of public employees' underlying needs can foster ther knowledge-sharing intention. The study indicates that both tested treatments (appreciation by co-workers, benefits in a performance appraisal) positively affect knowledge-sharing intention if it is explicit knowledge that ought to be shared. However, no effects of either treatment can be found if implicit knowledge is shared. Hence, to foster sharing of explicit knowledge, the analyzed motivation-enhancing rewards can be used in public management practice. To enhance implicit knowledge sharing, ability- and opportunity-enhancing management instruments are discussed. All in all, this dissertation integrates a micro-level perspective on human knowledge sharing into a meso-level perspective on organizational knowledge management. It adds to the literature on workplace behaviors of public employees and knowledge management and aims to incorporate knowledge sharing and management into the public administration and management literature.},
  language  = {en}
}
@phdthesis{Ortmann2020,
  author    = {Ortmann, Maximilian},
  title     = {Goal setting strategies in business negotiations},
  series = {Schriftenreihe zum Verhandlungsmanagement},
  journal   = {Schriftenreihe zum Verhandlungsmanagement},
  number    = {12},
  publisher = {Verlag Dr. Kovač},
  address   = {Hamburg},
  isbn      = {978-3-339-11630-7},
  school      = {Universit{\"a}t Potsdam},
  pages     = {XVII, 102, LVI},
  year      = {2020},
  abstract  = {Negotiations have become a central aspect of managerial life and influence a company's profit significantly. This is why organizations generally endeavor to increase their negotiation performance. Over the last decades, besides other factors, research found goal setting to be one of the best predictor of negotiation outcomes. Given the extent and complexity of multi-issue business negotiations, profit optimizing by means of improving a company's goal setting has a great deal of potential. However, developing goal setting strategies before the actual negotiation is still rather uncommon in business practice. In order to provide professionals with empirical guidance, this work aims at investigating three steps for the development and effective management of goal setting strategies for business negotiations. Therefore, this dissertation contains three papers, each one dealing with one specific step. The first paper explores the characterization of social and economic outcomes in different business relationship types at the beginning of the relationship and the development of these outcomes toward the actual status quo. The second paper takes the number of goals into account for goal setting strategies. This paper uses the two dimensions goal scope and goal difficulty to investigate the relevance and potentials of combining different level of these dimensions in multi-issue negotiations. Therefore, a large experiment was conducted measuring the impact on individual and joint negotiation outcomes, and the impasse rate. The third paper analyzes the type and orientation of negotiation goals. When the set of negotiation issues has an integrative potential, the opportunity to increase the joint gains arises. To what extent negotiators pursue the integrative potential depends largely on their goal orientation. A quantitative analysis with practitioners was used to examine the influence that business negotiations' situative and organizational factors have on the negotiators' goal orientation. The dissertation closes with implications for practice, limitations of the work, and ideas for future research.},
  language  = {en}
}