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93 年度 國 科會專題研究計畫成果報告 社會資本對團隊知識分享影響之研究 – 以軟體專案開發團隊為例 計畫編號： NSC93-2416-H-008-012

93 年度 國 科會專題研究計畫成果報告 社會資本對團隊知識分享影響之研究 – 以軟體專案開發團隊為例 計畫編號： NSC93-2416-H-008-012. 國立中央大學 、 資訊管理系 范錚強 2005.11.05. Introduction. In an project based organization, knowledge exchange always occurs within the project team rather than across the whole organization.

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93 年度 國 科會專題研究計畫成果報告 社會資本對團隊知識分享影響之研究 – 以軟體專案開發團隊為例 計畫編號： NSC93-2416-H-008-012

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  1. 93年度國科會專題研究計畫成果報告社會資本對團隊知識分享影響之研究–以軟體專案開發團隊為例計畫編號：NSC93-2416-H-008-01293年度國科會專題研究計畫成果報告社會資本對團隊知識分享影響之研究–以軟體專案開發團隊為例計畫編號：NSC93-2416-H-008-012 國立中央大學、資訊管理系 范錚強 2005.11.05

  2. Introduction • In an project based organization, knowledge exchange always occurs within the project team rather than across the whole organization. • Recently, social capital related issues have been paid much attention by several researchers (e.g. Leana & Van Buren, 1999; Nahapiet & Ghoshal, 1998; Tsai & Ghoshal, 1998) 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  3. Objectives and Design • This study attempts to investigate the relationship between one’s social capital and tacit knowledge acquisition in the context of software project team. • We adopt a multi-informants questionnaire approach in this study. 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  4. Conceptual Background－Nature of Tacit Knowledge1 • Based on Polanyi’s (1966) works, Nonaka (1994) categorized human knowledge into two types: explicit and tacit • Koskinen et al. (2003) consider that tacit knowledge is embedded in human mind to the extent that the knowers are not fully aware of the knowledge they possesses • Nevertheless, the tacit knowledge determines the behavior of the knower 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  5. Conceptual Background－Nature of Tacit Knowledge2 • Osterloh and Frey (2000) argue that tacit knowledge sharing can be only facilitated by intrinsic motivation, such as sociability and friendship. • Nonaka (1994) also suggests that tacit knowledge is of personal quality and can be transferred through sharing metaphors or experiences during social interaction without substantial knowledge loss. • The efficiency of tacit knowledge exchange is highly dependent on social networks within which actors are located (Käser & Miles, 2002). 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  6. Conceptual BackgroundSocial capital1 • We can conceptualize social capital as a set of resources derived from the social relationship among social actors (Nahapiet & Ghoshal, 1998; Tsai & Ghoshal, 1998). • Nahapiet and Ghoshal (1998) suggest that social capital can be considered in terms of three clusters: the relational, the cognitive, and the structural dimensions. 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  7. Operationalization of Social Capital • Social interaction among actors is used to represent the structural dimension of social capital. • Affect-based trust is employed to characterize the relational dimension because relational social capital represents the affective quality of interpersonal relationship (Bolino et al., 2002). • Shared values is used to characterize the cognitive dimension of social capital. 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  8. Research Model Go to hypotheses testing Go to hypotheses 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  9. Research Method1 • Sample • Individuals who took courses involving team projects at two universities in Taiwan were requested to participate in our study toward the end of these courses • In these courses, students were divided into several groups and each group was asked to develop a computer application project • 223 students from 52 teams, including graduate students and senior graduate students 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  10. Research Method2 • We used student samples for three reasons • The tasks of these projects groups, i.e. software development, are the same as the field population to which we want to generalize • The tasks for every sample within each project group are highly interdependent • We can control many extraneous factors in the case of student sample to enhance internal validity, which cannot be accomplished in real field settings due to our complicated multi-informants research design 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  11. Research Method3 • Research design • We employed a multi-informants questionnaire design in which one’s social capital is reported by both focal respondent and other members in the same team • In order to reduce the respondent’s task to a more manageable size, each respondent was asked to report the social capital of RN – randomly selected members • RN is designed as the greatest integer that is less than or equal to 0.5GN • GN is the size of the team • For example, RN is 2 in a team with five members 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  12. Research Method4 • Research design (cont.) • Our design ensures that each respondent’s social capital is evaluated by half the other team members while he also has to evaluate half the other team members’ social capital. • One’s social capital was then obtained by averaging the RN responses reported by him and the RN responses reported by other members in the same teams. 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  13. Research Method5 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  14. Research Method6 • Research design (cont.) • Because one’s social capital was reported by several randomly select partners, all members in a team had better participate in our study in order to gather sufficient data for each member’s social capital • If any one member did not participate, the data of his fellow members that he was assigned to evaluate were all discarded 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  15. Analyses and Results1 • Data Description • In order to ensure that one’s social capital was obtained from 2RN responses, we discarded all the responses of members whom one was assigned to evaluate in case he was absent. • A total of 223 remaining respondents came from 52 teams • Team size: 4.98 members • Age: 21.6 years old • 65% were men • 83.9 % were senior undergraduate and others were graduate students 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  16. Analyses and Results2 • Measurement Model • Confirmatory factor analysis (CFA) • Chi-square statistic of 496.267 with 232 degrees of freedom. • All goodness of fit indexes also show a relative good fit between measurement model and the data. 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  17. Analyses and Results3 • Construct Validity • Estimates of composite reliability range from .912 to .961 and all AVE (average variance extracted) estimates are greater than 0.5, thus suggesting acceptable convergent validity. • All AVE estimates are also than the squared interconstruct correlations, thus discriminant validity is supported. 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  18. Analyses and Results4 • Hypothese Testing • Main effects were examined by employing Structural Equation Modeling (SEM) with Maximum Likelihood estimation (see detail). • Moderating effects were examined by employing hierarchical regression analysis. 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  19. Moderating Effects of Growth Needs 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  20. Analyses and Results5 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  21. Discussion and Implications1 • Important findings • Findings strongly support the claims that social capital is helpful in one’s tacit knowledge acquisition, thus leading to higher personal satisfaction toward a job and team members. • Moreover, the results are partially contingent on one’s growth needs. 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  22. Discussion and Implications2 • Implications • Social capital embedded in one’s social network within a project team facilitates the acquisition of tacit knowledge and thereby increases his satisfaction. • Project managers need to foster the formation of informal social network among team members in order to promote tacit knowledge sharing. • Friendship is also a prerequisite for effectiveness of tacit knowledge acquisition even though one’s growth needs are low. 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  23. Discussion and Implications3 • Implications (cont.) • It is important to explain the significance of tacit knowledge sharing to all subordinates and provide certain mechanisms that can facilitate tacit knowledge exchange in order to strengthen the effects of social capital. • Mutual understanding is an overwhelmingly facilitating factor for tacit knowledge acquisition especially for individuals whose growth needs are low. 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  24. Results • A paper submitted to the Journal of Management: • “The Dynamics of Knowledge Sharing in Software Project Teams: How Social Capital and Growth Needs Affect Tacit Knowledge Acquisition” • Another version of the paper submitted to Group & Org. Management • “A Study on Tacit Knowledge Acquisition in Software Project Teams － From the Perspectives of Social Capital” • Do away with the “Growth Need” and “Satisfaction” constructs, while emphasizing on the theoretical reasoning of the propositions 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  25. Appendix 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  26. Tacit knowledge exchange • Fernie et al. (2003) suggest that how to efficiently exchange knowledge among team members has become one of the central concerns of project managers. • However, tacit knowledge exchange in the project team context has probably not yet been sufficiently investigated and understood (Koskinen et al., 2003). • Several researchers have pointed out that tacit knowledge exchange can only be accomplished efficiently through interpersonal interaction and mentoring (e.g. Käser & Miles, 2002; Nonaka, 1994; Osterloh & Frey, 2000). 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  27. Conceptual BackgroundSocial capital2 • Adler and Kwon (2002) suggest that social capital is a valuable asset with which to secure benefits for social actors, including individuals, communities, and organizations. • Nahapiet and Ghoshal (1998) consider that social capital is essential for the dissemination of knowledge within organizations • Bolino et al. (2002) also suggest that social capital is an important resource for individuals working together. 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  28. Conceptual BackgroundSocial capital4 • Structural Social Capital • Nahapiet and Ghoshal (1998) conceptualize the structural social capital as the overall pattern of relationships among social actors • The structural social capital can also be considered as the extent to which actors in a social network are connected (Bolino et al., 2002) • People can easily obtain information and assess specific resources by virtue of their personal contacts 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  29. Conceptual BackgroundSocial capital5 • Relational Social Capital • Relational social capital can be defined as the assets created and leveraged through ongoing relationship, such as respect and friendship, that influence the participants’ behavior (Nahapiet & Ghoshal, 1998) • It describes the affective quality of interpersonal relationship (Bolino et al., 2002) and can be manifested by trust, norms, obligations, and identification (Nahapiet & Ghoshal, 1998) 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  30. Conceptual BackgroundSocial capital6 • Cognitive Social Capital • Cognitive social capital is conceptualized as common understanding among social actors through shared language and narratives (Nahapiet & Ghoshal, 1998) • It describes the cognitive quality of interpersonal relationship (Bolino et al., 2002) and is embodied in attributes, such as shared vision or shared values (Tsai & Ghoshal, 1998) • With higher cognitive social capital, common perception and interpretation toward events is more likely to develop (Boland & Tenkasi, 1995) 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  31. Hypotheses1 • H1: Tacit knowledge acquisition positively affects team satisfaction. • H2: Tacit knowledge acquisition positively affects job satisfaction. • H3: Affect-based trust between an individual and coworkers positively affects tacit knowledge acquisition. • H4: Affect-based trust between an individual and coworkers positively affects team satisfaction. 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  32. Hypotheses2 • H5: Shared values between an individual and coworkers positively affect tacit knowledge acquisition. • H6: Shared values between an individual and coworkers positively affect affect-based trust. 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  33. Hypotheses3 • H7: Social interaction positively affects the development of affect-based trust between an individual and coworkers. • H8: Social interaction positively affects the development of shared values between an individual and coworkers. 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

  34. Hypotheses4 • H9a: Growth needs positively moderate the relationship between affect-based trust and tacit knowledge acquisition. • H9b: Growth needs positively moderate the relationship between shared values and tacit knowledge acquisition. Go Back to Research Model 中央大學。范錚強。93年度國科會專題研究計畫成果報告： NSC93-2416-H-008-012

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