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

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dc.contributor.advisor Usher, John
dc.contributor.author Whillans, Stewart D.
dc.contributor.author University of Lethbridge. Faculty of Management
dc.date.accessioned 2008-04-04T15:45:22Z
dc.date.available 2008-04-04T15:45:22Z
dc.date.issued 2007
dc.identifier.uri http://hdl.handle.net/10133/636
dc.description ix, 104 leaves ; 29 cm en
dc.description.abstract 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. en
dc.language.iso en_US en
dc.publisher Lethbridge, Alta. : University of Lethbridge, Faculty of Management, 2007 en
dc.relation.ispartofseries Project (University of Lethbridge. Faculty of Management) en
dc.subject Knowledge management en
dc.subject Organizational learning en
dc.subject Teams in the workplace en
dc.title Organizational knoweldge in work groups : factors contributing to its formation and the effect of role ambiguity en
dc.type Other en
dc.publisher.faculty Management en

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