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Journal cover: Journal of Knowledge Management

Journal of Knowledge Management

ISSN: 1367-3270

Online from: 1997

Subject Area: Information and Knowledge Management

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Team climate, empowering leadership, and knowledge sharing


Document Information:
Title:Team climate, empowering leadership, and knowledge sharing
Author(s):Yajiong Xue, (Assistant Professor, College of Business, East Carolina University, Greenville, North Carolina, USA), John Bradley, (Professor of Management Information Systems, College of Business, East Carolina University, Greenville, North Carolina, USA), Huigang Liang, (Assistant Professor, College of Business, East Carolina University, Greenville, North Carolina, USA.)
Citation:Yajiong Xue, John Bradley, Huigang Liang, (2011) "Team climate, empowering leadership, and knowledge sharing", Journal of Knowledge Management, Vol. 15 Iss: 2, pp.299 - 312
Keywords:Empowerment, Knowledge management, Leadership, Team working
Article type:Research paper
DOI:10.1108/13673271111119709 (Permanent URL)
Publisher:Emerald Group Publishing Limited
Acknowledgements:Received: 16 June 2010. Accepted 18 October 2010
Abstract:

PurposeThe purpose of this research is to investigate the impact of team climate and empowering leadership on team members' knowledge-sharing behavior.

Design/methodology/approachA research model was developed based on prior knowledge management studies. Survey data were collected from 434 college students at a major US university, who took courses that required team projects. The partial least squares technique was applied to test the research model.

FindingsTeam climate and empowering leadership significantly influence individuals' knowledge-sharing behavior by affecting their attitude toward knowledge sharing. These two constructs also have significant direct effects on the knowledge-sharing behavior.

Research limitations/implicationsThe student sample and US setting might limit the generalizability of the findings. Nonetheless, this study is based on and extends prior research, which provides a deepened understanding of knowledge sharing in the team context.

Practical implicationsThis research has practical implications for how to design teams to facilitate knowledge sharing. It suggests that cohesive, innovative teams with members trusting one another and led by empowering leaders will have a higher level of knowledge sharing.

Originality/valueThis research originally examines the effects of both team climate and empowering leadership on knowledge sharing. Little prior research has carried out such an integrated analysis. This paper will have significant value for organizations trying to redesign teams to enhance knowledge management.



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