Organizational knoweldge in work groups : factors contributing to its formation and the effect of role ambiguity

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Whillans, Stewart D.
University of Lethbridge. Faculty of Management
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Lethbridge, Alta. : University of Lethbridge, Faculty of Management, 2007
This study investigated the moderating effect of role ambiguity on eight predictor variables and the formation of organizational knowledge in work groups. One hundred and seventy one individuals in nine different industries within North America participated in a survey-based study of knowledge management, role ambiguity and group dynamics. Role ambiguity was found to have a significant relationship with five of eight predictor variables including the variable individual autonomy. Role ambiguity moderated the relationship between individual autonomy and organizational knowledge as predicted. Significant relationships were also found to exist between role ambiguity and the following factors: common language, clarity of organizational intent, mutual help, and lateral communication. These findings reveal the importance of clarifying the roles of individuals within a group and organization to best utilize interdependent behaviors which can potentially enhance organizational learning, and, ultimately, group performance.
ix, 104 leaves ; 29 cm
Knowledge management , Organizational learning , Teams in the workplace