The Impact of Team Atmosphere on Knowledge Outcomes in Self-managed Teams

By Celia Zárraga, J. Bonache. 2005

187 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/7aaa82ecab050de023aef8b6be4c476812765239

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. Georgvon Krogh
2. Helena Lidgoster
3. Celia Zárraga-Oberty
4. Alfredo Virgillito
5. Uwe Wilkesmann
6. Sharon K. Parker
7. R. Ely
8. Maximiliane Wilkesmann

In Social Psychology

1. Sharon K. Parker
2. Nick Turner
3. Helen M. Williams
4. H. Desivilya
5. Helena Lidgoster
6. Alfredo Virgillito
7. Uwe Wilkesmann
8. David A. Thomas

In Strategy and Management

1. H. Desivilya
2. Georgvon Krogh
3. Helen M. Williams
4. Irene Padavic
5. Celia Zárraga-Oberty
6. Sharon K. Parker
7. David A. Thomas
8. R. Ely

Citations in the corpus

• Innovation and Conflict Management in Work Teams: The Effects of Team Identification and Task and Relationship Conflict (2010, background): “Indeed, Zárraga and Bonache (2005) showed that high- care team-atmosphere, entailing mutual trust and active empathy enhanced knowledge transfer and knowledge creation.”
• Determinants of the success of international assignees as knowledge transferors: a theoretical framework (2008, background): “This is especially relevant in the current discussion as it is well documented that individuals often display some reluctance to share knowledge (Nonaka and Takeuchi 1995 ; Zarraga and Bonache 2005 ).”
• Proactively performing teams: The role of work design, transformational leadership, and team composition (2010, background): “Likewise, Zárraga and Bonache (2005) found a ‘high care’ atmosphere (incorporating issues such as respect within the team) facilitated the transfer and creation of knowledge in self-managed teams.”
• The Absence of Cooperation Is Not Necessarily Defection: Structural and Motivational Constraints of Knowledge Transfer in a Social Dilemma Situation (2009, background): “In recent studies Zárraga and Bonache (2005) and Ngoc (2005) emphasize the importance of culture for supporting knowledge transfer.”
• Perspective - Tacit Knowledge and Knowledge Conversion: Controversy and Advancement in Organizational Knowledge Creation Theory (2009, background): “This example underscores an important insight about organizational knowledge creation: The process is " fragile " and fraught with uncertainty, conflicts of interest, and differences in mindset (see Zárraga and Bonache 2005, Swan et al. 1999, Goodall and Roberts 2003, Beech et al. 2002).”
• Racial Diversity, Racial Asymmetries, and Team Learning Environment: Effects on Performance (2012, background): “Team-learning behaviors include sharing information and insights, experimenting, seeking and giving feedback, asking questions, and talking about errors (Edmondson, 1999; Van der Vegt & Bunderson, 2005; Zarraga & Bonache, 2005).”