Impact of Team Cohesion, Team Communication and Knowledge Sharing on Team Performance among Engineers
Introduction
The goals that are set up by the organization are to be achieved by the team is known as team performance (Aubé and Rousseau 2009). As Knowledge sharing is important among team members so when knowledge is shared among the team members, they make different analogies and abstraction between problems, the new problems are solved by experienced based skills (Zhuge et al., 1997).
The personal contribution of individuals has less importance as compared to the performance of the team. All empirical evidence does not support this quality of team work (Allen & Hecht, 2004; Kishida et al., 2012).The process in which the individuals exchange …show more content…
Team cohesion has the main impact on team performance in any organization which directly affects the team performance. Similarly team communication will be as important as team cohesion. Once the team communication in an organization among engineers is good it will have direct impact on team performance. As both team performance and team communication has direct impact on team performance similarly knowledge sharing among the engineers in an organization is also very important. It also has a great impact on team performance.
Literature Review
In literature review we will be describing that the impact of team cohesion, team communication and knowledge sharing on team performance. There will be either a positive or negative impact on team performance by team cohesion, team communication and knowledge sharing.
Team cohesion on team …show more content…
Knowledge sharing between employees and within and across teams is helpful to capitalize on knowledge based resources (Cabrera & Cabrera, 2005; Damodaran & Olphert, 2000). Knowledge sharing has positive effect on team performance, innovation capabilities and ultimately on organization performance (Collins & Smith, 2006; Cummings, 2004). (Nonaka and Takeuchi, 1995) also found that teams do not make full use of member’s knowledge if they fail to share the unique expertise that they possess. (Alavi and Tiwana 2002) also found similar results that knowledge sharing and application have the most direct impact on the performance of a
Introduction
The goals that are set up by the organization are to be achieved by the team is known as team performance (Aubé and Rousseau 2009). As Knowledge sharing is important among team members so when knowledge is shared among the team members, they make different analogies and abstraction between problems, the new problems are solved by experienced based skills (Zhuge et al., 1997).
The personal contribution of individuals has less importance as compared to the performance of the team. All empirical evidence does not support this quality of team work (Allen & Hecht, 2004; Kishida et al., 2012).The process in which the individuals exchange …show more content…
Team cohesion has the main impact on team performance in any organization which directly affects the team performance. Similarly team communication will be as important as team cohesion. Once the team communication in an organization among engineers is good it will have direct impact on team performance. As both team performance and team communication has direct impact on team performance similarly knowledge sharing among the engineers in an organization is also very important. It also has a great impact on team performance.
Literature Review
In literature review we will be describing that the impact of team cohesion, team communication and knowledge sharing on team performance. There will be either a positive or negative impact on team performance by team cohesion, team communication and knowledge sharing.
Team cohesion on team …show more content…
Knowledge sharing between employees and within and across teams is helpful to capitalize on knowledge based resources (Cabrera & Cabrera, 2005; Damodaran & Olphert, 2000). Knowledge sharing has positive effect on team performance, innovation capabilities and ultimately on organization performance (Collins & Smith, 2006; Cummings, 2004). (Nonaka and Takeuchi, 1995) also found that teams do not make full use of member’s knowledge if they fail to share the unique expertise that they possess. (Alavi and Tiwana 2002) also found similar results that knowledge sharing and application have the most direct impact on the performance of a