Managing Incompatible Impacts of Organizational Values on Knowledge Sharing Ghobadi, Shahla en_US Daneshgar, Farhad en_US 2021-11-25T12:24:08Z 2021-11-25T12:24:08Z 2009 en_US
dc.description.abstract At any given time the two rival organizational values cooperation and competition coexist in any team and/or organization in different intensities and mix, depending on both internal factors (e.g., culture, task dimensions of accuracy and speed) and external factors (e.g., market and competitive forces). However, determining that desirable intensity and mix of these two values seems to be a challenging task in the current literature and no explicit method currently exists for measuring factors that may lead to determination of such desirable mix. Considering the crucial impacts of these values on organizational behaviours, this in turn may result in loss of efficiency and productivity in organizations. In this study a systematic review of current literatures in the areas of knowledge management, social psychology, organizational studies and Computer-Supported Cooperative Systems (CSCW) studies, is used to uncover a research theme for analysing the impacts of the two rival organizational values competition and cooperation on knowledge sharing behaviours through promotive interaction between individuals. Supporting the IT-culture conflict theory, this study is considered as a research theme which investigates the impact of culture on IT application and use. More specifically, by combining the goal interdependency theory of conflict, social learning theory, the internal organizational forces of competition and cooperation and the awareness net analysis, the present study deeply investigate the term tension between cooperative and competitive values and their impact on organizational behaviours. It then introduces factors that can assist in finding an optimal mix of the cooperative and competitive values in organizations at any given time. The present study also relates the above optimal mix/tension with the organization’s reward structure, the task dimensions of ‘speed’ and ‘accuracy’, group characteristics and organizational climate in order to draw inferences for attaining an optimal level of process awareness for individuals while performing their tasks within an organization. en_US
dc.identifier.isbn 978-1-906638-39-9 en_US
dc.language English
dc.language.iso EN en_US
dc.publisher Academic Publishing en_US
dc.rights CC BY-NC-ND 3.0 en_US
dc.rights.uri en_US
dc.source Legacy MARC en_US
dc.subject.other co-opetition en_US
dc.subject.other knowledge sharing en_US
dc.subject.other coopetition en_US
dc.subject.other culture en_US
dc.title Managing Incompatible Impacts of Organizational Values on Knowledge Sharing en_US
dc.type Conference Paper en
dcterms.accessRights open access
dspace.entity.type Publication en_US
unsw.description.notePublic ISBN: 978-1-906638-39-9 Cd Published by Academic Publishing Limited Reading, UK en_US
unsw.identifier.doi Reading, UK en_US
unsw.relation.faculty Business
unsw.relation.ispartofconferenceLocation Italy en_US
unsw.relation.ispartofconferenceName 10th European Conference on Knowledge Management (ECKM) en_US
unsw.relation.ispartofconferenceProceedingsTitle Proceedings of the 10th European Conference on Knowledge Management en_US
unsw.relation.ispartofconferenceYear 2009 en_US
unsw.relation.ispartofpagefrompageto 320-326 en_US
unsw.relation.originalPublicationAffiliation Ghobadi, Shahla, Information Systems, Technology & Management, Australian School of Business, UNSW en_US
unsw.relation.originalPublicationAffiliation Daneshgar, Farhad, Information Systems, Technology & Management, Australian School of Business, UNSW en_US School of Information Systems & Technology Management *
Original bundle
Now showing 1 - 1 of 1
Thumbnail Image
paper presented in the European Conference on Knowledge Management 2009.pdf
157.98 KB
Resource type