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

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dc.contributor.authorWhillans, Stewart D.
dc.contributor.authorUniversity of Lethbridge. Faculty of Management
dc.contributor.supervisorUsher, John
dc.date.accessioned2008-04-04T15:45:22Z
dc.date.available2008-04-04T15:45:22Z
dc.date.issued2007
dc.descriptionix, 104 leaves ; 29 cmen
dc.description.abstractThis 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.en
dc.identifier.urihttps://hdl.handle.net/10133/636
dc.language.isoen_USen
dc.publisherLethbridge, Alta. : University of Lethbridge, Faculty of Management, 2007en
dc.publisher.facultyManagementen
dc.relation.ispartofseriesProject (University of Lethbridge. Faculty of Management)en
dc.subjectKnowledge managementen
dc.subjectOrganizational learningen
dc.subjectTeams in the workplaceen
dc.titleOrganizational knoweldge in work groups : factors contributing to its formation and the effect of role ambiguityen
dc.typeOtheren
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