Thesis (Ph. D.)--University of North Texas, August, 2008. / Title from title page display. Includes bibliographical references.

The movement towards open access has allowed academic researchers to communicate and share their scholarly content more widely by being freely available to Internet users. However, there are still issues of concern among faculty in regards to making their scholarly output open access. This study surveyed Virginia Tech faculty (N = 264) awareness and attitudes toward open access practices. In addition, faculty were asked to identify factors that inhibited or encouraged their participation in open access repositories. Findings indicate that while the majority of Virginia Tech faculty are seeking to publish in open access, many are unaware of the open access services provided by the university and even less are using the services available to them. Time, effort, and costs were identified as factors inhibiting open access and data sharing practices. Differences in awareness and attitudes towards open access were observed among faculty ranks and areas of research. Virginia Tech will need to increase faculty awareness of institutional open access repositories and maximize benefits over perceived costs if there is to be more faculty participation in open access practices. / Master of Arts

Spending by U.S. companies in offshore IT services continues at unprecedented levels despite a high failure rate. This study fills a gap in the existing literature by examining the client-vendor offshoring relationship through the theoretical lens of social exchange theory at the organizational level of analysis from the client's perspective. Social exchange theory focuses on the exchange of activities between two parties, whether they are individuals or companies and was used as a basis for examining the client and vendor relationship. Variables were identified by a review of the literature primarily from IT outsourcing and offshoring but also from general IT, marketing, sociology and organizational science literature. Data was collected using a field survey of Fortune 500 CIOs representing a population of organizations at the forefront of the offshoring phenomenon. The survey instrument was developed based on the adaptation of previously validated scales. Hypotheses regarding the correlations between social variables such as trust, communication, dependence, power, shared values and offshoring success were tested using Spearman's rho correlation. Seven of the hypotheses were supported, four hypotheses were not supported and one hypothesis was deemed not testable due to lack of information.

The purpose of this study is to develop deeper understanding of the informal contributions of employees to organisational success; more specifically, the exchange ‘mechanism’ by which resources accrue to organisations through the social relationships of their members. The second purpose is to explore the influence of organisational contextual factors on this exchange mechanism; more specifically, the influence – if any – of contingent employment practices. Through the use of a qualitative research design, I have gained an in-depth understanding of the cognitive mechanism employed by organisational actors to arrive at a decision on whether or not to initiate social exchange, in order to facilitate the flow of organisational social capital. Data was analysed using Dimensional Analysis method. This analysis draws on the theoretical perspectives of interpretivism and symbolic interactionism, both of which are underpinned by a social construction epistemology. This provides the necessary link for understanding the connections between macro- and micro-level social action of social exchange in organisational settings. My findings identify a complex cognitive process employed by actors for the purpose of reaching a decision with respect to initiating social exchange in organisational settings. This process is termed Social Exchange Transaction Analysis. It is undertaken at the individual level and ultimately controls the flow of organisational social capital through a social network to the organisation. This complexity is a reflection of both the many dimensions of the phenomenon, and the interconnectedness and interactions between them. Social Exchange Transaction Analysis builds an ‘analytical’ picture of the potential social exchange transaction, to enable the organisational actor to arrive at a decision on whether or not to initiate social exchange – and thereby facilitate the flow of organisational social capital.

Most dispute resolution is between employers and employees, family or friends, neighbors, and other groups who have continued contact after they leave the courtroom, mediator's office, or agree to contract terms. Because of such ongoing relationships, a vital component of any kind of dispute resolution is how conflicting parties feel about each other after the process is over. Although previous conflict resolution research focuses primarily on the perceived fairness of the third-party, process or outcome, my dissertation centers around how the two parties engaged in the process perceive each other and their relations. Specifically, I ask how intermediaries' intervention in a resolution process affects disputing individuals' perceptions of fairness of one another, general positive regard toward one another, and predictions for positive future interactions with one another.I explore the relationship between third party intervention and such relationship outcomes using two experimental methods, vignettes and laboratory research. In each experiment I vary the level of third party intervention (high, low, absent), while holding dispute resolution outcomes constant, and then measure disputants' perceptions of one another. I also test three potential intervening mechanisms for the relationship between intervention and perceptions - procedural fairness, situational attributions, and salience of conflict.Results indicate that third party intervention does affect perceptions disputants' have of one another and that such results vary based on the method used. In the vignettes, the method typical of research in third party intervention, intervention is negatively related to perceptions of the other party. However, the opposite is true in the laboratory experiment. The results from the laboratory suggest that third party intervention is positively related to perceptions of the other party and that both the increased likelihood of situational attributions and decreased salience of conflict with high third party intervention partially explain this relationship.Implications of these results, and potential areas of future research, are discussed.

The social exchange research tradition has examined the effects of structural factors on behavioral and psychological outcomes. Emerson's power-dependence perspective has driven many of these projects, and I follow this line of work. In spite of Emerson's suggestion that changes in the structure of networks should be a focus of investigation, power-dependence research to date has focused exclusively on networks as static, unchanging entities. I extend social exchange theory to consider the effects of structural change on actors within social exchange networks. I predict that dynamic networks and static networks produce different effects on behavioral commitment and on the psychological variables of trust, pleasure and interest. I test these hypotheses using a factorial experimental design. Support for the hypotheses is mixed, and examination of empirical results uncovers some unexpected findings with respect to the exchange behavior of actors in equal-power versus unequal-power networks. Actors in equal-power networks show indifference between potential exchange partners, while actors in unequal-power networks demonstrate unexpectedly high levels of behavioral commitment. Drawing on power-dependence theory, I also generate and test positionally-specific predictions for the psychological variables.

abstract: Research suggests that behaving in an ingratiatory manner towards one’s supervisor is a double-edged sword. On the one hand, ingratiation is a powerful tool through which employees develop positive social exchange relationships with target audiences (i.e., supervisors) and subsequently obtain desired outcomes at work. On the other hand, third party observers of ingratiation often view this behavior (and the people enacting it) in a negative manner, thereby hindering ingratiatory employees’ ability to develop high quality social exchange relationships with these individuals. However, this research primarily focuses on how organizational actors perceive of ingratiatory employees while neglecting the social context in which this behavior occurs. This is an important limitation because there are compelling reasons to believe that the social context plays a crucial role in how individuals react to ingratiation. Specifically, the social context may influence the extent to which ingratiation is salient, valued, and/or perceived as normative behavior by organizational members both within and external to the ingratiator-target dyad, which in turn affects how this behavior relates to relationship quality with the target and observers. The objective of my dissertation is to address this limitation by integrating a social context perspective with social exchange theory to build a “frog-pond” model of ingratiation. To that end, I propose that employees’ ingratiation relative to their team members, rather than absolute levels of ingratiation, drives positive exchange quality with supervisors. Furthermore, I hypothesize that congruence between the focal employee’s ingratiation and other team members’ ingratiation increases employees’ social exchange quality with team members. I also shed light on the asymmetrical nature of ingratiation (in)congruence by investigating how different types of congruence and incongruence impact social exchange quality with team members in different ways. In addition, I examine how relative ingratiation indirectly influences supervisors’ citizenship behavior toward the focal employee via focal employee-supervisor social exchange quality, as well as how ingratiation congruence indirectly affects team members’ citizenship behavior toward the focal employee through social exchange quality between the two parties. I test my hypotheses in a multi-wave multi-source field study of 222 employees and 64 teams/supervisors. / Dissertation/Thesis / Doctoral Dissertation Business Administration 2019

Kunskapsöverföring har ansetts vara av vikt inom företag och organisationer för att bevara kunskapen, informationen och för att kunna förmedla den vidare till andra medlemmar. Studiens primära syfte var att genom forskningsteorier och intervjuer effektivisera Rädda barnens Ellen och Allan projekt i deras kunskapsöverföring. 5 aktiva medlemmar inom Ellen och Allan projektet intervjuades samt 1 kontrollintervju genomfördes med en rutinerad projektledare från Svenska kyrkan, för att få fram dennes syn på projektets nuvarande situation gällande kunskapsöverföring.      Resultatet visade att det finns en viss otrygghet i rollerna och framförallt hos projektledarna, som inte har någon specifik roll- eller uppdragsbeskrivning. Genom resultatet kunde vi även se att kunskapsöverföringen bör vara ett ingående moment i organisationens projektbeskrivning för att det ska fungera på bästa sätt. Fysiska möten och god kommunikation mellan deltagarna bör även prioriteras för att effektivisera kunskapsöverföringen inom projektet.

In the development of knowledge economy, knowledge is recognized as the most important resource for enhancing or sustaining competition advantage. It is also a key factor for maintaining the long-term success of organizations. The beginning and an important stage of knowledge management is knowledge sharing which is the key to organization creation, learning, performance, and the prediction of successful knowledge management. It will increase the accumulation of organizational knowledge and advance the organizational ability. Knowledge management is traditionally dominated by the viewpoint of information technology. Researchers have emphasized the importance of information technology infrastructure and application in knowledge delivery. However, while explicit knowledge sharing is depended on the utilization of information technology, studies also indicated that tacit knowledge sharing is mainly depended on informal interaction between co-workers¡¦ emotional and the degree of trust. Drawing on the perspective of social exchange theory, this research considers knowledge sharing as a social activity which is an exchange relationship between knowledge contributors and knowledge recipients¡]refer to team-member exchange, TMX¡^. In addition, the interaction between knowledge contributors and knowledge recipients is affected by the relationship between organization-member exchange¡]OMX¡^and leader-member exchange¡]LMX¡^. Therefore, this article investigates the factors which affect the willingness of knowledge sharing by considering the interaction and exchange relationship among individuals and organizations, managers, and other members in organizations. The individual and organization exchange relationship includes the challenging job characteristic and incentive system which provide by the organizations to motivate employees¡¦ knowledge sharing. Moreover, the inter-personal social exchange includes the interaction between co-workers and the interaction between individuals and managers. Employees would share their knowledge if they perceived the benefit of the interaction (either intrinsic or extrinsic) exceeded the cost (losing the power of holding the critical knowledge) of sharing the knowledge. This research investigated how organizational factors (including job characteristics and incentive system), inter-personal factors (including trust and social support between co-workers and leader-member interaction), and team commitment effect the willingness of knowledge sharing. Further, the article also took the team commitment as the mediator and the account of the knowledge characteristics (both importance and taciturnity) into consideration as the moderators. The hypotheses were tested using a sample of R&D team members who work at Hsinchu Science Park or Southern Taiwan Science Park. The twenty-eight technology firms were selected using convenience sampling. Out of the 1,220 questionnaires had been sent, the 650 of them were completed. The data were tested using one way ANOVA, correlation, and hierarchical multiple regression. The results indicated that organizational factors, inter-personal factors, and team commitment have positively related to the willingness of knowledge sharing. The team commitment fully mediated the relationship between willingness of knowledge sharing and incentive system, and leader-member interaction. The team commitment partially mediated the relationship between willingness of knowledge sharing and job characteristics, and co-worker interaction. In addition, the article also found that job characteristics, co-worker interaction, leader-member interaction, and team commitment were more strongly, positively related to the willingness of knowledge sharing when knowledge importance and taciturnity were being driven.

Capturing and sharing individual and organisational knowledge is vital for organisational functioning. Knowledge management systems (KMS) are information technology systems which enable employees to electronically capture and distribute knowledge across the organisation. Because knowledge sharing is often a discretionary behaviour requiring time and energy on behalf of employees, the success of KMS largely relies on their motivation and willingness to share. KMS implemented within organisations have been largely ineffective with failure rates of 80% documented in the knowledge management literature. There is a need for further understanding of the barriers and facilitators for employee contributions to KMS. In particular, there is a dearth of empirical research examining the role of social and organisational factors in knowledge sharing on KMS. To this end, a programme of research was developed which utilised normative and social exchange perspectives to explain employee knowledge sharing on KMS. A combination of research methodologies were employed across five field-based studies. The aim of Study 1 was to identify the determinants of knowledge sharing on KMS. In Study 1, qualitative data were collected through 16 in-depth interviews with employees from a medium-sized private sector organisation. While several barriers and facilitators were identified, the most prevalent themes to emerge from the content analysis were perceived benefits and management support, highlighting the central role of social exchange and normative processes in explaining employee knowledge sharing on KMS. The results of Study 1 were used in conjunction with previous research to design the subsequent quantitative studies. Study 2 examined the mediating role of perceived benefits in the management support – knowledge sharing intentions relationship. It used a cross-sectional survey design and sampled 41 employees from a large private sector organisation. Three main findings emerged. First, management support was positively related to employees’ knowledge sharing intentions. Second, perceived benefits were positively related to employees’ knowledge sharing intentions. Third, perceived individual benefits mediated the relationship between management support and knowledge sharing intentions. Study 3 examined the moderating role of perceived organisational support (POS) in the management support – knowledge sharing intentions relationship. Study 2 and 3 were both quantitative studies taken from the same organisational setting but with different user groups. In Study 2, the users directly contributed their knowledge onto the system. In Study 3 (N = 45), the users shared their knowledge through an intermediary person. Study 3 further extended Study 2 by investigating knowledge sharing behaviour (N = 27) in addition to knowledge sharing intentions. Study 3 had three key findings. First, consistent with Study 2, management support was positively related to employees’ knowledge sharing intentions. Second, POS was positively related to employees’ knowledge sharing intentions and knowledge sharing behaviour. Third, POS moderated the relationship between management support and knowledge sharing behaviour. Study 4 replicated and extended the findings of the previous studies in a different organisational setting. Two separate studies were conducted in a medium-sized public sector organisation. In Study 4a (N = 295) data were collected at a single point in time. Study 4b (N = 246) extended the previous quantitative studies by examining two forms of management support for the KMS as well as collecting self-reported behavioural data (N= 130) at a second time period. Overall, the findings of these studies provided mixed support for the predictions. First, system-related management support, organisational identification, perceived individual benefit and perceived organisational benefit were directly related to employee knowledge sharing on KMS. However, contrary to prediction, POS was not found to be directly related to employee knowledge sharing across the two studies. Second, organisational identification was found to moderate the relationship between management support and knowledge sharing in Study 4a but not 4b. Third, POS moderated the relationship between management support and knowledge sharing in Study 4b, however, no such relationship was found in Study 4a. Finally, across the two studies, both perceived individual and organisational benefit were found to uniquely mediate the relationship between management support and knowledge sharing intentions. On the basis of the findings of the research programme, several conclusions were made. First, system-related support from management is an important determinant of employee knowledge sharing on KMS. Second, employees’ perception of the benefits derived from knowledge sharing has an important influence on their contributions to KMS. Third, the extent to which employees identify with the organisation influences their decision to share knowledge on KMS. Fourth, the extent to which employees perceive support from the organisation influences their decision to share knowledge on KMS.