Megan Lee Endres

Bio: Megan Lee Endres is an academic researcher. The author has contributed to research in topics: Team composition & Knowledge sharing. The author has an hindex of 1, co-authored 1 publications receiving 9 citations.

What makes a high performer share knowledge

Abstract: Purpose Knowledge sharing is an important individual behavior that benefits teams and organizations. However, little is known about environments with both team and individual rewards. The purpose of this study is to investigate high-ability team members’ knowledge sharing in an environment with both team and individual rewards. The motivation, opportunity and ability framework was specifically applied to a work situation with face-to-face interaction and objective performance measures. Design/methodology/approach Survey data were gathered from college baseball players in varied regions of the USA. Findings Unexpectedly, individual ability was negatively related to individual knowledge sharing. However, as pro-sharing norms increased, all players reported higher knowledge sharing, especially the highest-ability players. Research limitations/implications Limitations include that the sample is small and team members were not from the same teams, prohibiting aggregation to a higher level of analysis. The study is cross-sectional and self-reported, as well. The sample was homogeneous and young. Practical implications In work environments where rewards are both individual- and team-based, the high performers may ignore team knowledge sharing because they are more successful working as individuals. Social implications In work environments where rewards are both individual- and team-based, the high performers may ignore team knowledge sharing because they are more successful working as individuals. Development of pro-sharing norms can be critical for encouraging these team members with the potential to have a strong impact on the lower-performing team members, as well as to inspire further knowledge sharing. Originality/value The baseball team member sample is unique because of the team and individual performance aspects that include objective ability measures.

Kaizen philosophy: The keys of the permanent suggestion systems analyzed from the workers’ perspective

Abstract: The purpose of this paper is to perform a context analysis about a specific Kaizen program, suggestion systems in permanent teams, and identified the barriers and facilitators that companies encounter while implementing them from the workers’ perspective.,The authors applied an inductive method, the Grounded Theory, to develop a specific context theory using the information that emerged from a convenience sample of 182 workers in several countries.,The facilitators and barriers identified for the workers in the field study are aligned with those identified in previous studies, generally obtained using information provided by managers. The methodology enabled us to identify the relationships between them and their level of relevance.,The main limitations were linked with the source of the data as the authors worked with a convenience sample and only analyzed the information provided by the workers.,The identified facilitators, their relationships and their relevance, contribute to understand the functioning phenomena of suggestion systems in permanent teams to facilitate organizations using this continuous improvement program more effectively.,The originality of this study, apart from identifying facilitators from the workers’ perspective, is that the used method enabled us to identify the relationships between them and know how the operators perceived their relevance.

The Effect of Knowledge Sharing on Team Performance through Lens of Team Culture

Abstract: Knowledge Sharing is a significant facilitator of performance in organizations through teams for gaining competitive advantage. However, very few studies investigated the relationship between knowledge sharing and team environment with a subsequent effect on team performance. For effective team performance, team members are encouraged to exchange their varied knowledge, opinions, paradigms, and expertise required to accomplish team tasks. Therefore, this study attempts to investigate the effect of knowledge sharing on team performance through the lens of team culture. A quantitative study by employing survey method was conducted by collecting data from healthcare teams working in healthcare institutions of Pakistan. The study examines the direct and indirect effect of team culture on team performance by statistically testing the research model by utilizing the technique of structural equation modeling. Results from response by106 teams comprised of 397 members’ exhibit that teams with visible performance indicators depict strong team cultures which deemed important for sharing knowledge amongst team members. The study findings provide useful insights and contribute to the literature of team performance and knowledge sharing in the healthcare sector and urge administrators to encourage team members to share their expertise enhancing the performance of teams.