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Knowledge sharing behaviors in virtual teams - results of empirical research

Zielińska Agnieszka

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2022

z. 158

727--741

Purpose: Working in virtual teams and realizing projects through ICT tools has become the usual way of collaboration, especially across knowledge workers. Therefore this paper has two research objectives. The first objective is to verify to what extent the virtuality level is correlated with knowledge sharing behaviors. The second objective is to verify to what extent methods of management projects are correlated with knowledge sharing behaviors in virtual teams. Methodology: To achieve research objectives empirical research was conducted. Based on the previous research, the online survey was designed. The survey was filled out by 336 members of virtual teams. They worked using ICT tools and realize technology projects in the IT industry. Collected data were analyzed by IBM SPSS Imago Pro to test hypotheses. Findings: The correlation between the level of virtuality and knowledge sharing behaviors did not confirm. The hypothesis that methods of project management are correlated with knowledge sharing behaviors in virtual teams was partly supported. Research limitations: Research was conducted in technology teams in the IT industry. Virtual team members only from European companies have taken part in the research. Practical implications: Results can be useful to manage virtual teams not according to overall beliefs but scientific evidence. Based on the results it is possible to identify which variables for knowledge sharing behaviors in virtual teams are significant and which are not. Originality/value: Only a few studies have explored knowledge sharing in a virtual context. This paper supports scientific evidence of the level of virtuality and methods of managing projects concerning knowledge sharing behaviors as not discovered in earlier research.

Management and leadership in technology teams – empirical research

Zielińska Agnieszka

Organizacja i Zarządzanie : kwartalnik naukowy

2019

nr 4

137--147

The research goal was to analyse an employee’s position from the top management’s point of view, defined in two dimensions: employees’ potential and their effectiveness. The article uses a brief literature review and qualitative research based on interviews with management. The interviews were conducted in two time intervals – the first part in 2018 and the second part in 2019. In the research, top management consisted of a Chief Executive Officer, an Agile Coach and a Human Resources Business Partner. The people in the above positions were responsible for retaining employees, creating possible development paths, and the utilization of human potential. Additional research purposes were to find out how the employee’s position has changed over the years, and how much the leader’s position in the team has influenced the changes. The study covered the situation of 34 programmers and IT analysts who worked in 8 technology teams. The assessment of the situation before and after twelve months showed real consequences of the management’s decision-making process and provided recommendations for future research.