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Top team trust, knowledge sharing and innovation

MacCurtain, Sarah and Flood, Patrick C. and Ramamoorthy, Nagarajan and West, Michael A. and Dawson, Jeremy F. (2008) Top team trust, knowledge sharing and innovation. LInK Working Paper Series. (Paper No. 05-08). The Learning, Innovation and Knowledge Research Centre, Dublin City University, Ireland.

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Abstract

In the present research, we developed a causal model of organizational innovation incorporating the literature on top management teams (TMT) and knowledge-sharing in organizations. We hypothesized that top team composition and trust would predict organizational innovation through the mediating variables of task reflexivity and knowledge-sharing. We tested the model using data collected from thirty-five knowledge intensive firms in Ireland operating in the software industry. Results indicated that top team trust, knowledge-sharing and task reflexivity have both direct and indirect relationships with organizational innovation. Implications for research and practice are discussed.

Item Type:Working Paper (No. 05-08)
Refereed:No
Uncontrolled Keywords:Innovation; Top Management Teams; Upper Echelons Theory; Trust; Reflexivity; Knowledge Sharing;
Subjects:Business > Innovation
Business > Management
DCU Faculties and Centres:DCU Faculties and Schools > DCU Business School
Research Initiatives and Centres > LInK: The Learning, Innovation and Knowledge Research Centre > LInK Working Paper Series
Publisher:The Learning, Innovation and Knowledge Research Centre, Dublin City University
Copyright Information:© 2008, LInK, Sarah MacCurtain, Patrick C. Flood, Nagarajan Ramamoorthy, Michael A. West Jeremy F. Dawson.
Use License:This item is licensed under a Creative Commons Attribution-NonCommercial-Share Alike 3.0 License. View License
ID Code:2420
Deposited On:19 Feb 2009 14:30 by DORAS Administrator. Last Modified 19 Feb 2009 14:30

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