TY  - JOUR
A1  - Brennecke, Julia
A1  - Coutinho, James A.
A1  - Gilding, Michael
A1  - Lusher, Dean
A1  - Schaffer, Graham
T1  - Invisible iterations: how formal and informal organization shape knowledge networks for coordination
JF  - Journal of management studies
N2  - 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.
KW  - coordination
KW  - hierarchy
KW  - informal organization
KW  - knowledge sharing
KW  - multiplexity
KW  - social network
Y1  - 2024
U6  - https://doi.org/10.1111/joms.13076
SN  - 0022-2380
SN  - 1467-6486
SP  - 1
EP  - 42
PB  - Wiley-Blackwell
CY  - Oxford
ER  - 
TY  - JOUR
A1  - Fischer, Caroline
T1  - Incentives can’t buy me knowledge
BT  - the missing effects of appreciation and aligned performance appraisals on knowledge sharing of public employees
JF  - Review of public personnel administration
N2  - 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.
KW  - knowledge sharing
KW  - knowledge management
KW  - work behavior
KW  - rewards
KW  - survey
KW  - experiment
Y1  - 2021
U6  - https://doi.org/10.1177/0734371X20986839
SN  - 0734-371X
SN  - 1552-759X
VL  - 42
IS  - 2
SP  - 368
EP  - 389
PB  - Sage
CY  - London
ER  -