A socio-technical system approach to knowledge creation and team performance: evidence from China

Abstract

PurposeThe purpose of this study is to extend the existing literature on knowledge management, which generally focuses on knowledge sharing. The model of this article explains how knowledge creation and team performance can be increased through the integration of social and technological factorsDesign/methodology/approachTo empirically test the model, multi-wave and multi-source data were collected from 80 teams whose members use social media as a tool for communication and interaction.FindingsThe analysis results provide insights into some interesting findings. The results show transactive memory system (TMS) as an important factor that can significantly contribute to knowledge creation in teams. Especially, the TMS strengthens the significant positive effect of enterprise social media (ESM) and insignificant positive effect of knowledge complementarity on knowledge creation. Furthermore, knowledge creation is found to be a significant predictor of team performanceOriginality/valueMuch of the knowledge management literature focuses on the ways to increase the quantity of accessible knowledge to organization members. Such knowledge management studies are more relevant to knowledge exchange among individual employees, teams and organizations. However, this study takes a nuanced approach to explore how knowledge creation can be increased in teams by implementing a knowledge integration mechanism. A general model of knowledge creation is proposed, but the strength of this model lies in the moderating effect of TMS which strengthens the effect of knowledge complementarity and ESM on knowledge creation in teams which eventually increases team performance.