Predictors of Knowledge-Sharing Behavior for Teams in Extreme Environments: An Example From the Steel Industry
Open accessAbstract
Knowledge-sharing behavior seems to be important for team functioning and performance. A theoretical model explaining antecedents that impact knowledge-sharing behavior and its interplay with shared knowledge within teams was investigated. In the present study, we examined the effect of the individual’s intention and five organizational antecedents (team communication, perceived appraisal, organizational communication, organizational support, and social ties) on knowledge-sharing behavior. Five production and five maintenance teams (123 participants altogether) working in a steel mill took part in the study to investigate the assumed relationships. The results indicate that knowledge-sharing behavior is positively affected by intention, organizational communication, and social ties. in turn, knowledge-sharing behavior had a significant impact on the shared knowledge corresponding to the four types of shared mental models (task, equipment, interaction, team), and as a trend, teams with a higher knowledge-sharing behavior seem to have greater shared mental model similarity. The implications of the findings are discussed in terms of further research in production settings and with regard to developing a knowledge-sharing intervention.
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According to World Steel Association sustainability indicators, employee training hours have stagnated around 7 days per year for a decade (2011-2021).
“However, according to the World Steel Association sustainability indicators [17], employee training hours have stagnated around 7 days per year for a decade (2011-2021).”
From SCADA Systems With Focus on Continuous Manufacturing and Steel Industry: A Survey on Architectures, Standards, Challenges and Industry 5.0 (2022) · cites this paper as [17]
The Method Sample and Procedure sections describe workers at one German steel manufacturer and questionnaires administered in 2011. Searches for World Steel Association sustainability indicators and employee training hours found no passage in our copy reporting roughly seven days of training per year or a 2011–2021 trend. (LLM, conf=0.78)
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References 67 · Cited by 15
Research works printed but not linked: 7
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- Marks, M. A., Sabella, M. J., Burke, C. S., & Zaccaro, S. J. (2002). The impact of cross-training on team effectiveness. Journal of Applied Psychology, 87, 3-13.
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- Orasanu, J., & Lieberman, P. (2011). NDM issues in extreme envi- ronments. In K. L. Mosier & U. M. Fischer (Ed.), Informed by knowledge: Expert performance in complex situations (pp. 3-21). New York, NY: Taylor & Francis.
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- Authors
- Gross, N., & Kluge, A.
- Affiliations
- Hüttenwerke Krupp Mannesmann, Duisburg, Germany
- University of Duisburg-Essen (DE)
- ORCID
- Kluge, Annette
- Venue
- Journal of Cognitive Engineering and Decision Making
- Publisher
- SAGE Publications
- Published
- 2014-07-01
- Volume
- 8
- Issue
- 4
- Pages
- 352-373
- ISSN
- 1555-3434 (ISSN-L)
- OpenAlex
- W2322404424
- Cited by
- 15
- References
- 67
- Citations by year
- 2025: 1 · 2023: 1 · 2022: 1 · 2021: 2 · 2020: 1 · 2019: 2 · 2018: 2 · 2016: 4 · 2015: 1
- FWCI
- 2.47
- Type
- journal article
- Language
- en
- Open access
- bronze
- doi.org
- Locations
- Journal of Cognitive Engineering and Decision Making (publishedVersion)
- Funders
- New Mexico State University
- Topics
- Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
- Social Sciences › Communication › Knowledge Management and Sharing
- Social Sciences › Human Factors and Ergonomics › Innovative Education and Learning Practices
- Keywords
- knowledge sharing behavior, common knowledge, shared mental models, team communication, organizational communication, organizational support, social ties, intention, maintenance teams, extreme environments
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