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Influence of Psychological Safety and Confidence on Employee Knowledge Sharing

Influence of Psychological Safety and Confidence on Employee Knowledge Sharing. Enno Siemsen Aleda V. Roth University of Illinois Clemson University Sridhar Balasubramanian Gopesh Anand

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Influence of Psychological Safety and Confidence on Employee Knowledge Sharing

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  1. Influence of Psychological Safety and Confidence on Employee Knowledge Sharing Enno Siemsen Aleda V. Roth University of Illinois Clemson University Sridhar Balasubramanian Gopesh Anand University of North Carolina University of Illinois 2007 POMS Conference – May 6, 2007

  2. Knowledge Sharing Among Individuals “Specify that problems be solved close to their occurrence in time, place, and process, by those affected by the problem…” From Spear and Bowen’s DNA of the Toyota Production System “Drive out fear, so that everyone may work effectively for the company” From Deming’s 14 points Siemsen, Roth, Balasubramanian & Anand

  3. Studying Motivation to Share Focus on dyadic relationships within groups Knowledge provider’s perspective Obstacles to sharing Hoarding Inability-to-share Moderators Belief of knowledge provider Type of knowledge Siemsen, Roth, Balasubramanian & Anand

  4. Psychological Safety “… employee’s sense of being able to show and employ one’s self without fear of negative consequences of self-image, status or career” Kahn 1990 “… shared belief that the team is safe for inter-personal risk taking” Edmondson 1999 Siemsen, Roth, Balasubramanian & Anand

  5. Confidence Defined as workers belief that work related knowledge is justified Moderates the effect of Psychological Safety (PS) on Motivation to Share (MS) Possible explanation of Choo et al’s (2007) finding of no relationship between PS and MS Siemsen, Roth, Balasubramanian & Anand

  6. Group Process Perspective Psychological Safety (PS) H1 + Motivation to Share (MS) H3 Interaction - + H2 Confidence (CON) Siemsen, Roth, Balasubramanian & Anand

  7. Communication Frequency Social network theory Strength of employee ties Frequency of interaction and communication Reduction of cost of transfer Tacit knowledge requires strong ties Sharing codifiable knowledge does not require communication frequency to same extent Siemsen, Roth, Balasubramanian & Anand

  8. Social Network Perspective Communication Frequency (CF) H4 + Motivation to Share (MS) H6 Interaction - + Codifiability (COD) H5 Siemsen, Roth, Balasubramanian & Anand

  9. Integrating Group Process and Social Network Perspectives Communication frequency increases comfort level of knowledge provider to take risks Makes provider feel psychologically safe Explicit knowledge gives higher confidence to knowledge provider in her knowledge Siemsen, Roth, Balasubramanian & Anand

  10. Interrelationships Communication Frequency (CF) Psychological Safety (PS) H7 + Codifiability (COD) Confidence (CON) H8 + Siemsen, Roth, Balasubramanian & Anand

  11. Structural and Organizational Antecedents H9 + Leadership Consideration (LC) Psychological Safety (PS) Nembhard and Edmondson 2006 Communication Space (CS) Roth et al. 1994 Allen 1977 Reagans 2005 H10 + - Locational Distance (LD) Communication Frequency (CF) H11 - Functional Distance (FD) H12 Siemsen, Roth, Balasubramanian & Anand

  12. Complete Model Siemsen, Roth, Balasubramanian & Anand

  13. Psych. Safety & Comm. Frequency H 1, 2 & 3 H 4, 5 & 6

  14. Confidence as Moderator Siemsen, Roth, Balasubramanian & Anand

  15. Structural and Organizational Antecedents H9 + Leadership Consideration (LC) Psychological Safety (PS) Nembhard and Edmondson 2006 Communication Space (CS) Roth et al. 1994 Allen 1977 Reagans 2005 H10 + - Locational Distance (LD) Communication Frequency (CF) H11 - Functional Distance (FD) H12 Siemsen, Roth, Balasubramanian & Anand

  16. Antecedents H 10 H11 H12 H 7 H 9 H 8

  17. Overall Results Communication Space (CS) *** H10 (+) Locational Distance (LD) ns Communication Frequency (CF) H11 (-) H4 (+) * H12 (-) Functional Distance (FD) Codifiability (COD) * H6 (-) *** H5 (+) *** Motivation to Share (MS) *** H7 (+) H8 (+) *** Confidence (CON) *** H2 (+) H3 (-) * *** p < 0.01 ** p < 0.05 * p < 0.10 ns Not Supported H1 (+) *** Leadership Consideration (LC) Psychological Safety (PS) H9 (+) ** Siemsen, Roth, Balasubramanian & Anand

  18. Implications Identifies contingencies for the effects of Psychological Safety on Knowledge Sharing Relates Group Process Perspective to Social Network Theory Sheds light on managerial decisions that influence communication frequency Confirms importance of leadership in creating psychologically safe environments Siemsen, Roth, Balasubramanian & Anand

  19. Questions and Suggestions Thank You! Siemsen, Roth, Balasubramanian & Anand

  20. Supplementary Slides Siemsen, Roth, Balasubramanian & Anand

  21. Primary Data Three companies + one used for pilot Web services Aircraft components Food n = 191 (subsequently reduced to 188) Response rate 11% to 16% Responses anchored on knowledge sharing incidents Scale validity and reliability tests conducted Common Method Variance checks included Siemsen, Roth, Balasubramanian & Anand

  22. Scale Items Siemsen, Roth, Balasubramanian & Anand

  23. Scale Items Siemsen, Roth, Balasubramanian & Anand

  24. CFA Siemsen, Roth, Balasubramanian & Anand

  25. Level of Analysis Checks Siemsen, Roth, Balasubramanian & Anand

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