@article{BrenneckeCoutinhoGildingetal.2024,
  author    = {Brennecke, Julia and Coutinho, James A. and Gilding, Michael and Lusher, Dean and Schaffer, Graham},
  title     = {Invisible iterations: how formal and informal organization shape knowledge networks for coordination},
  series = {Journal of management studies},
  journal   = {Journal of management studies},
  publisher = {Wiley-Blackwell},
  address   = {Oxford},
  issn      = {0022-2380},
  doi       = {10.1111/joms.13076},
  pages     = {1 -- 42},
  year      = {2024},
  abstract  = {This study takes a network approach to investigate coordination among knowledge workers as grounded in both formal and informal organization. We first derive hypotheses regarding patterns of knowledge-sharing relationships by which workers pass on and exchange tacit and codified knowledge within and across organizational hierarchies to address the challenges that underpin contemporary knowledge work. We use survey data and apply exponential random graph models to test our hypotheses. We then extend the quantitative network analysis with insights from qualitative interviews and demonstrate that the identified knowledge-sharing patterns are the micro-foundational traces of collective coordination resulting from two underlying coordination mechanisms which we label 'invisible iterations' and 'bringing in the big guns'. These mechanisms and, by extension, the associated knowledge-sharing patterns enable knowledge workers to perform in a setting that is characterized by complexity, uncertainty and ambiguity. Our research contributes to theory on the interplay between formal and informal organization for coordination by showing how self-directed, informal action is supported by the formal organizational hierarchy. In doing so, it also extends understanding of the role that hierarchy plays for knowledge-intensive work. Finally, it establishes the collective need to coordinate work as a previously overlooked driver of knowledge network relationships and network patterns. © 2024 The Authors. Journal of Management Studies published by Society for the Advancement of Management Studies and John Wiley \& Sons Ltd.},
  language  = {en}
}
@article{Fischer2022,
  author    = {Fischer, Caroline},
  title     = {Incentives can't buy me knowledge},
  series = {Review of public personnel administration},
  volume    = {42},
  journal   = {Review of public personnel administration},
  number    = {2},
  publisher = {Sage},
  address   = {London},
  issn      = {0734-371X},
  doi       = {10.1177/0734371X20986839},
  pages     = {368 -- 389},
  year      = {2022},
  abstract  = {This study examines whether incentives affect public employees' intention to share knowledge. Tested incentives satisfy needs for either achievement or appreciation. Both treatments were tested on implicit as well as explicit knowledge sharing. A 2 x 3 factorial survey experiment was designed to observe within-person and between-person effects. Data were collected from public employees in the core administration and healthcare sector (n = 623) in 2018. The analysis indicates that both treatments positively affect knowledge-sharing intention if it is explicit knowledge that ought to be shared. However, no effects of either treatment can be found in either type of knowledge sharing. No negative effect of the tested incentives on knowledge sharing was observed. Hence, incentives might not harm knowledge sharing but also do not pay off in organizational practice. In contrast to these motivation-enhancing human resource practices, ability and opportunity-enhancing practices should be tested to foster knowledge sharing.},
  language  = {en}
}