1 the impact of knowledge sharing modes and projects complexity on team creativity in taiwan ’ s...
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The Impact of Knowledge Sharing Modes and Projects Complexity on Team Creativity in
Taiwan’s Information Systems Development Team
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Mei-Hsiang WangSouthern Taiwan University
Chen-Fen Huang
National United University
Tarng-Yao Yang
Southern Taiwan University
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Agenda2
Research Motivation/Objectives
Theoretical Framework & Hypotheses
Research Method
Empirical Results
Analysis and Implications
Limitations and Future Research
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Research Motivation
Creativity is essential to Information systems development (ISD)
ISD is knowledge-intensive
Creative ISD task requires team members to share knowledge
The role project complexity plays in team functioning
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Research Objectives
Identifying knowledge sharing modes for ISD teams
Exploring the relationship between knowledge sharing modes and team creativity
Introducing the idea that ISDP complexity can serve as a potential link between knowledge sharing and team creativity
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Term Definition
Team creativity ISD is an inherently creative process (Ocker et
al., 1995-1996) project team’s processes are novel in the
context of the project (Drazin et al.,1999) team’s processes were creative (Tiwana &
McLean, 2005) team’s processes were creative in the context
of the project
Term Definition
Knowledge sharing as activities of transferring or disseminating
knowledge from one person to another (Lee, 2001; Cheung et al., 2007; Matzler, 2008)
knowledge sharing: task-centric KS, structure-centric KS, human-centric KS structure-centric KS: team objective,
procedures and specifications knowledge human-centric KS : the interpersonal
interaction by informal social system task-centric KS: specific task domain
knowledge
Term Definition
ISD project complexity consisting of many varied organizational and
technological elements that are interrelated and change over time (Xia & Lee, 2005)
organizational environment: user information needs, business processes, organizational structures
technological element: technology platform, software environment, data processing requirements and other integrated systems
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Theoretical Framework & Hypotheses
task-centric KS
ISDP Complexity
structure-centric KS
human-centric KS
Team Creativity
Knowledge Sharing
H2
H6
H5
H4
H1
H3
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Theoretical Framework & Hypotheses The relationships between knowledge
sharing and team creativity Creativity and knowledge are closely linked knowledge sharing makes the ideas increasingly
likely H1: Task-centric KS is positively related to team
creativity H2: Structure-centric KS is positively related to team
creativity H3: Human-centric KS is positively related to team
creativity
Moderator of ISDP complexity H4: Task-centric KS is more positively related to
team creativity when the project is high complexity than when the project is low complexity
H5: Structure-centric KS is more positively related to team creativity when the project is high complexity than when the project is low complexity
H6: Human-centric KS is more positively related to team creativity when the project is high complexity than when the project is low complexity
Theoretical Framework & Hypotheses
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Research Method
Survey method: empirical test using questionnaires distributed in Taiwan Sample frame: the lists of domestic software
development industries in 104.com.tw website classifications in Taiwan
Data set: 52 ISD teams in 40 companies (109 team members) conducting software development activities
Development of measurements: from the previous literature on knowledge management and creativity theories
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Reliability and Validity
52 valid teams for the final analysis
Content validity: Established through the adopting of validated instruments by prior studies
Convergent validity: Evaluated by the item-to-total correlation
Discriminant validity: Checked by means of factor analysis
Reliability: Calculated using Cronbach’s alpha
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Reliability and Validity13
ItemReliability
ConvergentValidity
Discriminant Validity
Task-centric KS I provide the ideas to help team members with work problems. When I’ve learned something new, I see to it that team members can learn it as well. I enjoy exchange task-related knowledge and experience to team members. I am pleased to tell team members what I know, when they ask me about it. I am pleased to demonstrate the way that is difficult to explain with team members. I would share the right method with team member, when they work in ineffective ways. I would tell team members the knowledge, when they are unfamiliar with the work method and process.
0.91
0.770.710.740.660.750.690.70
0.840.800.790.720.660.620.56
Structure-centric KS I am pleased to tell team members the norms, when they are unknown. I would communicate the subject with team members, when they don’t understand. I am pleased to tell team members the specification, when they are unknown.
0.880.780.750.76
0.870.840.79
Human-centric KS I would share with team members about the work condition. I discuss with team members about the treatment of something. I provide suggestions to team members, when they are in trouble. I remind team members, when their behaviors are far form perfect.
0.840.720.690.630.62
0.860.840.770.76
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Hypothesis Testing
Hierarchical Regression Model was used
Followed the GLM procedures in SPSS
The effects of the moderating variable on the base relationships were assessed
Hypothesis Testing Team creativity
Variable Model 1 Model 2 Model 3
Task-centric KS -0.370*** -0.362*** -1.306**
Structure-centric KS 0.383*** 0.470*** 1.945***
Human-centric KS 0.243** 0.123 0.991*
ISDP Complexity 0.487*** 1.783***
Task-centric* ISDP Complexity 1.371
Structure-centric* ISDP Complexity 2.018***
Human-centric* ISDP Complexity 1.266*
R2 0.143 0.363 0.426
△ R2 0.220 0.063
△ F 35.837*** 3.692**
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Interaction Plots – ISDP Complexity
(a) Moderating effect of structure-centric KS
(b) Moderating effect of human-centric KS
1.00 2.00
Structure-Centric KS
4.60
4.80
5.00
5.20
5.40
5.60
Tea
m C
reat
ivity
Low ISDP ComplexityHigh ISDP Complexity
1 2
Human-Centric KS
4.80
4.90
5.00
5.10
5.20
5.30
5.40
Tea
m c
reat
ivity
Low ISDP ComplexityHigh ISDP Complexity
The increase in the team creativity associated with increases in (a) structure-centric KS and (b) human-centric KS is greater when there is a high level of ISDP complexity, which supports Hypotheses 5 and 6.
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Empirical Results
Hypothesis Result
H1 Task-centric KS mode is positively related to team creativity. notSupported
H2 Structure-centric KS mode is positively related to team creativity.
Supported
H3 Human-centric KS mode is positively related to team creativity.
Supported
H4 Task-centric KS mode is more positively related to team creativity when the project is high complexity than when the project is low complexity.
notSupported
H5 Structure-centric KS mode is more positively related to team creativity when the project is high complexity than when the project is low complexity.
Supported
H6 Human-centric KS mode is more positively related to team creativity when the project is high complexity than when the project is low complexity.
Supported
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Discussion and Conclusion
Theoretical implications: Develop an extended framework in the team context
of knowledge sharing and team creativity Highlight the importance of sharing structure/human -
centric knowledge with team creativity Confirm the moderating effects of ISDP complexity
between KS and team creativity
Practical implications: Establishment of proactive structure/human -centric KS Construction of multiple ISD environment
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Limitations and Future ResearchLimitations:
Self-reporting : possibility of common source bias
Limitation of generalizability
Future research: Multiple informants Replicate the studies in different team
settings
